504 - Mega

75. The third step of the creative process is ___________. (A) verification (B) insight (C) incubation (D) preparation (E) application Answer

(B)

74. The second step of the creative process is __________. (A) verification (B) insight (C) incubation (D) preparation (E) application Answer

(C)

Who developed scientific management? a. Frederick Taylor b. David McClelland c. Abraham Maslow d. Clay Alderfer e. Frederick Herzberg

A

A structural change affects all of the following EXCEPT

All of these are affected by structural changes

42. The decision-making conditions of certainty, uncertainty, and risk are relevant while the decision maker is (A) stating the situational goal. (B) identifying the problem. (C) evaluating alternatives. (D) generating alternatives. (E) determining the decision type. Answer

(C)

Decision making is (A) finding the answer to a question. (B) choosing one alternative from among several. (C) staffing positions within the organizational hierarchy. (D) motivating employees to pursue organizational goals. (E) fixing problems that arise in the operations of the business. Answer

(B)

20. All of the following are examples of body language EXCEPT (A) smiling. (B) frowning. (C) shouting. (D) making eye contact. (E) sitting back with arms folded. Answer

(C)

31. Upward communication usually provides feedback to (A) subordinates. (B) peers. (C) managers. (D) customers. (E) entry-level and transfer employees. Answer

(C)

32. Nonprogrammed decisions are usually made by (A) all employees within an organization. (B) union workers. (C) upper management. (D) middle management. (E) lower management. Answer

(C)

37. If a Human Resources manager can estimate the probability that a certain percentage of employees will take advantage of a proposed benefit plan, the manager is operating under a condition of (A) certainty. (B) estimation. (C) risk. (D) uncertainty. (E) rationalization. Answer

(C)

Which leadership style of the Hersey and Blanchard model entails providing direction and defining roles? a. Telling b. Selling c. Participating d. Delegating e. Situational

A

Which of the following is NOT a strategy for dealing with the challenges of multicultural teams? a. one-on-one conferencing b. adaptation c. managerial intervention d. exit e. structural intervention

A

High self-monitors tend to present consistent images of themselves regardless of the situation.

False

In its most basic sense, impression management is always wrong and manipulative.

False

Strategic leadership may be seen as an extension of the transactional leadership role.

False

Research has shown that managers who have good conflict resolution skills __________ than managers who don't. a. quit less often b. fare no better c. get more promotions d. get fewer promotions e. None of these are correct

c

Which of the following is a fundamental principle for integrative negotiation? a. Insist on subjective fairness criteria b. Focus on positions, not interests c. Separate the people from the problem d. Invent options for personal gain e. None of these are correct.

c

Organizational structure is NOT impacted by which of the following factors? a. External environment b. Organization's production technology c. Organizational age d. Organizational size e. Business strategy

Organizational age

__________ is a system of shared values, norms, and assumptions that guides organization members' attitudes and behaviors. a. An enacted value b. An espoused value c. An artifact d. Organizational culture e. Diversity

Organizational culture

Which leadership style of the Hersey and Blanchard model allows followers to share in decision making? a. Telling b. Selling c. Participating d. Delegating e. Situational

Participating

Avoidant conflict cultures have which of the following conflict management norms? a. Active b. Passive c. Dominant d. Disagreeable e. Strategic

Passive

The difference between leadership substitutes and leadership neutralizers is that substitutes make leadership _________, whereas neutralizers make leadership impossible. a. easier b. harder c. challenging d. unnecessary e. ineffective

Challenging

In __________ conflict cultures, open confrontations are accepted, as are heated arguments and threats. a. dominating b. collaborative c. strategic d. avoidant e. passive-aggressive

Dominating

Which of the following is NOT a good suggestion for creating the conditions that enable communities of practice to flourish? a. Start with a clear area of business need. b. Recruit management involvement. c. Don't start timidly. d. Build on informal employee initiatives already underway. e. Celebrate contributions.

Don't start timidly.

A middle of the road manager would be a ____ manager on the Leadership Grid. a. 1,9 b. 9,9 c. 9,1 d. 1,1 e. 5,5

E

A guideline for using legitimate power is a. engaging in role modeling. b. maintaining credibility. c. making requests politely but confidently. d. verifying compliance. e. revealing accomplishments and awards.

Making requests politely but confidently

_________ structure refers to smaller organizations with low standardization, total centralization, and mostly one- on-one communication.

Prebureaucratic

A team is characterized by all of the following except

Profit motive

__________ innovation is a major breakthrough that changes or creates whole industries. a. Strategic b. Radical c. Systems d. Decreasing e. Cultural

Radical

Of the various influence tactics, which one has been found to be the most effective? a. Equal exchange b. Extreme pressure c. Coalition d. Rational persuasion e. Legitimating

Rational persuasion

In recent years, there has been a renewed interest in the trait approach to determining leadership characteristics. Which of the following statements is true about this approach?

Recent studies have identified a limited set of leadership traits, such as emotional intelligence, drive, and charisma are acknowledged leadership traits

An up-and-coming executive who is charismatic is likely exhibiting __________ power. a. coercive b. emulation c. personal d. referent e. legitimate

Referent

__________ power exists when subordinates behave as the manager does and wants because they seek his or her approval. a. Legitimate b. Reward c. Coercive d. Expert e. Referent

Referent

Position power includes all of the following EXCEPT a. referent power. b. legitimate power. c. reward power. d. coercive power. e. All of these are bases of positional power.

Referent power

In a ____________, a headquarters is established in major geographical areas that work collaboratively with the product divisions to give the local units clearer operational goals and directions. a. global area division structure b. regional lattice structure c. regional headquarters structure d. global product division structure e. global transnational division structure

Regional headquarters structure

A person in the organization has the ability to given bonuses to employees as part of a corporate compensation program. This is an example of __________ power. a. referent b. legitimate c. reward d. expert e. coercive

Reward

The _________ upward influence style, which uses the most influence and emphasizes assertiveness and bargaining, is associated with the highest levels of job tension and personal stress.

Shotgun

________ happens when people are motivated to look good to others and want to maintain a positive self-image

Social facilitation

__________ is the process through which children learn to become adults in a society. a. Entrepreneurship b. Intrapreneurship c. Innovation d. Organizational socialization e. Socialization

Socialization

Which of the following elements has Fiedler added to the Least Preferred Coworker (LPC) theory to describe situational favorableness? a. Charisma b. Stress c. Familiarity d. Authority e. Leader-member relations

Stress

Organizations with a _________ create horizontal or vertical teams that can define part or all of the organization. a. division structure b. team-based structure c. network structure d. virtual structure e. centralized structure

Team-based structure

The difference between a task force and a cross-functional team is that a task force is _________ whereas a cross-functional team is permanent. a. formal b. informal c. temporary d. ineffective e. effective

Temporary

Which of the following is NOT a common theme of organizational culture? a. Being casual or formal b. Innovation c. Ethics d. Collaboration e. These are all common themes of organizational culture.

These are all common themes of organizational culture

Which of the following is true about communities of practice? a. They provide only qualitative, rather than quantitative, value. b. They can span multiple companies. c. They meet regularly. d. They meet in person. e. None of these are correct.

They can span multiple companies

All of the following are considered charismatic leaders EXCEPT

Tim Cook

Which concept explores how managers lead through various distance technologies?

Virtual leadership

How has path-goal theory been refined over the years?

additional forms of leader behavior were included

Which of the following is NOT a recommended conflict resolution behavior? a. Expressing emotions in an honest way b. Meeting separately with those involved in the conflict c. Creating solutions to the conflict d. Documenting areas of agreement and disagreement e. Encouraging the parties to focus on their common interests

b

Which of the following traits forms the basis of Robert House's theory of leadership?

charisma

In which stage is the group considered to be mature?

control and organization

If a student always receives high grades, the student is exhibiting high __________ a. attribution. b. distinctiveness. c. consensus. d. consistency. e. congruence

d

In the ________ stage of Glasl's model of conflict escalation, each side's opinion becomes polarized and emotions rise. a. hardening b. loss of face c. action over words d. debate e. images/coalitions

d

Medical, psychological, and behavioral responses to stress are primarily a. eustress. b. burnout. c. hardiness adjustments. d. individual consequences. e. organizational consequences.

d

Overdetermination is sometimes called

structural inertia

100. Zane, a new employee, wants to rise quickly through the ranks and decides to ask his supervisor, Mary, for professional development advice. This is an example of which type of communication? (A) upward (B) downward (C) horizontal (D) diagonal (E) informal Answer

(A)

22. Which of the following statements about the social process of communication is FALSE? (A) It requires face-to-face interaction. (B) It allows information exchange. (C) It is not an instantaneous event. (D) It involves two or more people. (E) It takes place over time. Answer

(A)

32. Which of the following is NOT a receiver-based barrier to communication? (A) The receiver records the message for further review. (B) The receiver may discount an entire message on the basis of perception of the speaker's credibility. (C) The receiver may be experiencing overload. (D) The receiver's translation of the symbol differs from the initial source translation. (E) The receiver bases his attention level on his values. Answer

(A)

46. Which of the following occurs when a message is not decoded by the receiver in the way the sender intended? (A) misperception (B) selective perception (C) filtering (D) information overload (E) none of these Answer

(A)

55. Which type of noise occurs when overly technical language prevents the receiver from understanding the message? (A) jargon (B) semantics (C) loss of transmission (D) ambiguity (E) none of these Answer

(A)

63. Which of the following includes conditions conducive to groupthink? (A) Group cohesiveness, leader's promotion of personal preferences, insulation from expert opinions (B) Group cohesiveness, members' promotion of personal preferences, best decision is goal (C) Group cohesiveness, leader promotion of personal preferences, critical thinking urged (D) Members' promotion of personal preferences, best decision is goal, critical thinking urged (E) Group cohesiveness, member's promotion of personal preferences, insulation from expert opinions Answer

(A)

77. According to prospect theory, people are more motivated by (A) the threat of losing something than by the prospect of gaining something. (B) the prospect of gaining something than by the threat of losing something. (C) internal values than by external rewards. (D) external rewards than by internal values. (E) none of these Answer

(A)

81. _________ communication occurs when lower-level employees communicate to those at higher levels the organization. (A) Upward (B) Downward (C) Horizontal (D) Diagonal (E) Formal Answer

(A)

91. What term refers to work completed by traveling employees who use technology to communicate with the office as necessary from places such as client offices, airports, cars, and hotels? (A) mobile work (B) satellite offices (C) home-based telecommuting (D) neighborhood work centers (E) telework Answer

(A)

94. Employees who telecommute have ______________ than those who do not. (A) less social interaction with coworkers (B) higher commuting expenses (C) more interruptions during work time (D) less personal freedom (E) a greater need for corporate offices Answer

(A)

16. Communication is defined as (A) a technical process that involves the transmission of data. (B) a social process that involves information exchange. (C) one person talking to another. (D) organizational memos. (E) gathering meaning to gain a strategic advantage. Answer

(B)

17. ____ communication takes place informally, during task activities, and throughout meetings. (A) Group (B) Oral (C) Environmental (D) Secondary (E) Primary Answer

(B)

27. Which of the following statements about feedback is FALSE? (A) Feedback can be simple or complex. (B) Feedback can be written or oral, but not nonverbal. (C) Feedback verifies whether the message was received. (D) Feedback is initiated by the receiver. (E) Feedback verifies whether the message was understood. Answer

(B)

35. Nonprogrammed decisions are most common at what level of the organization? (A) Lower (B) Top (C) Managerial (D) Subordinate (E) Middle Answer

(B)

37. _________ refers to the emphasis given to spoken words and phrases. (A) Nonverbal intonation (B) Verbal intonation (C) Body language (D) Nonverbal communication (E) Verbal communication Answer

(B)

41. Which of the following represents the step of the rational decision-making approach in which the outcomes of the decision are compared to the desired goal? (A) Analyze the decision (B) Control measure and adjust (C) Determine the goal (D) Collect data (E) Analyze the situation Answer

(B)

45. Which of the following occurs when we interpret what we see based on our interests, expectations, experience, and attitudes rather than on how things really are? (A) misperception (B) selective perception (C) filtering (D) information overload (E) none of these Answer

(B)

46. According to the rational decision-making approach, evaluate the alternatives (A) puts the decision into action. (B) involves assessing all possible alternatives. (C) involves selecting an alternative with the highest payoff. (D) is the most crucial step. (E) diagnoses the problem. Answer

(B)

80. _________ communication occurs when higher-level employees communicate to those at lower levels the organization. (A) Upward (B) Downward (C) Horizontal (D) Diagonal (E) Formal Answer

(B)

81. Which of the following is true about intuition? (A) it is largely arbitrary (B) it evolves over time (C) it's not based on rationality (D) it's similar to guessing (E) all of these Answer

(B)

83. What mode of thinking occurs when people are deeply involved in a cohesive in-group and members' strivings for unanimity override their motivation to realistically appraise alternative courses of action? (A) brainstorming (B) groupthink (C) escalation of commitment (D) group polarization (E) risk propensity Answer

(B)

85. When groupthink occurs, silence is viewed as agreement. This most directly contributes to the (A) shared illusion of invulnerability. (B) shared illusion of unanimity. (C) stereotyped views of "enemy" leaders. (D) unquestioned belief in the group's inherent morality. (E) collective efforts to rationalize or dismiss warnings. Answer

(B)

25. ____ is any disturbance in the communication process that interferes with or distorts communication. (A) Feedback (B) Decoding (C) Noise (D) Transmission (E) None of these Answer

(C)

36. _________ is a movement such as a gesture or expression that conveys information to others. (A) Noisy language (B) Sign language (C) Body language (D) Nonverbal communication (E) Verbal communication Answer

(C)

38. In _________, the sender communicates a message without expecting or getting any feedback from the receiver. (A) nonverbal communication (B) verbal communication (C) one-way communication (D) two-way communication (E) body language Answer

(C)

42. Which type of task interdependence requires constant communication and mutual adjustment for task completion? (A) verbal interdependence (B) nonverbal interdependence (C) reciprocal interdependence (D) sequential interdependence (E) pooled interdependence Answer

(C)

43. Jim is using the rational decision-making process to decide a course of action for the marketing department. While selecting a preferred alternative, a fellow worker asks, "What if something unexpected happens during the implementation of the alternative we have selected?" This type of question is an example of ____. (A) implementing the plan. (B) developing marketing strategies. (C) planning for contingencies. (D) negative thinking. (E) groupthink. Answer

(C)

44. Contingency plans are a part of what phase of the decision-making process? (A) Stating the goal (B) Evaluating alternatives (C) Choosing an alternative (D) Implementation (E) Alternative generation Answer

(C)

44. Which type of task interdependence has the most communication requirements? (A) verbal interdependence (B) nonverbal interdependence (C) reciprocal interdependence (D) sequential interdependence (E) pooled interdependence Answer

(C)

47. Which of the following occurs when less than the full amount of information is received due to withholding, ignoring, or distorting information? (A) misperception (B) selective perception (C) filtering (D) information overload (E) none of these Answer

(C)

49. In a _________ culture, people rely on the words themselves to carry meaning. (A) collectivistic (B) individualistic (C) low-context (D) high-context (E) none of these Answer

(C)

52. An innate belief about something without conscious consideration is called (A) escalation of commitment. (B) coalition. (C) intuition. (D) groupthink. (E) self-reaction. Answer

(C)

53. Jim purchases stock in a public company and refuses to sell it even after repeated drops in the original price he paid for the stock. Jim has decided to purchase more of the stock in anticipation of making a profit, and has decided to keep the stock in the face of increasing losses. Jim is suffering from (A) organizational delusion. (B) problem misidentification. (C) escalation of commitment. (D) groupthink. (E) suboptimizing. Answer

(C)

53. Which type of noise refers to the total failure of the medium being used for communication, such as a dropped phone call or disconnected internet connection? (A) jargon (B) semantics (C) loss of transmission (D) ambiguity (E) none of these Answer

(C)

54. Managers who are cautious and try to adhere to the rational decision-making model (A) are more likely to make mistakes. (B) frequently make decisions that lead to big losses. (C) have a lower risk propensity than other managers. (D) frequently make decisions that lead to big successes. (E) suffer from bounded rationality. Answer

(C)

57. Which of the following statements about ethical dilemmas is FALSE? (A) They may center on direct personal gain. (B) They may center on indirect personal gain. (C) They may center on risk propensity. (D) They may center on simple personal preferences. (E) All of these are true Answer

(C)

59. Being able to see differences between situations, phenomena, or events is a creative ability called ____ thinking. (A) referent (B) convergent (C) divergent (D) emergent (E) parallel Answer

(C)

60. Which of the following is NOT a guideline for effective email use? (A) Avoid unprofessional email addresses. (B) Avoid using email for delivering personal news. (C) Avoid subject lines that render the rest of the email unnecessary. (D) Avoid using "reply all" and "cc" unless absolutely necessary. (E) Avoid criticizing others via email. Answer

(C)

62. Which of the following is NOT a suggestion for running effective meetings? (A) If interpersonal issues come up, dismiss them as quickly as possible. (B) Require that participants come prepared to discuss the agenda. (C) Do not overprepare look up information on the fly to keep the meeting fresh. (D) If at all possible, try not to have meetings in the first place. (E) State a time frame at the beginning of the meeting and stick to it at all costs. Answer

(C)

66. Which of the following statements about brainstorming is FALSE? (A) It's used in the idea generation phase of decision making. (B) Members present ideas and clarify them. (C) Ideas are recorded in secret. (D) Ideas are recorded on a flip chart. (E) It does not provide resolution to the problem. Answer

(C)

67. All of the following are used in the nominal group technique of decision-making EXCEPT (A) individuals convene to address an issue. (B) the issue is described to the group. (C) each proposed idea must be wholly original. (D) initially, no discussion among the members is permitted. (E) members take turns reporting their ideas. Answer

(C)

67. Which technology enables users to see who is logged on and chat with them in real time? (A) voice mail (B) email (C) instant messaging (D) videoconferencing (E) telework Answer

(C)

68. The Delphi technique is designed for use by groups (A) that are very large (B) that are very small. (C) that do not meet face-to-face. (D) that have suffered from groupthink in the past. (E) that are familiar with the rules of brainstorming. Answer

(C)

69. According to the rational decision-making approach, what is the fifth step of the decision-making process? (A) Identify the problem (B) Generate alternatives (C) Evaluate alternatives (D) State the situational goal (E) Determine the decision type Answer

(C)

70. What term refers to a live or prerecorded video segment that is broadcast over a company's intranet and archived for employees to view later? (A) blog (B) portal (C) webcast (D) podcast (E) wiki Answer

(C)

76. A communication medium that allows the speaker to convey a broad set of concepts and ideas is said to have a high (A) adaptability. (B) personal focus. (C) language variety. (D) ability to transmit multiple cues. (E) interactivity. Answer

(C)

82. _________ communication occurs when someone in an organization communicates with others at the same organizational level. (A) Upward (B) Downward (C) Horizontal (D) Diagonal (E) Formal Answer

(C)

85. _________ communication is anything that is not official, such as gossip or another employee's question about how to do something. (A) Written (B) Oral (C) Informal (D) Formal (E) Diagonal Answer

(C)

87. The set of relationships among people connected through friendship, family, work, or other ties is called a(n) (A) organization. (B) social networking site. (C) social network. (D) formal communication. (E) informal communication. Answer

(C)

88. In much of the world, the thumb up sign means "O.K." But in Nigeria, Afghanistan, Iran, and parts of Italy and Greece it is an obscene insult and carries the same meaning as the middle finger in the U.S. This is an example of which type of communication barrier? (A) misperception (B) filtering (C) cultural (D) jargon (E) semantics Answer

(C)

90. Which of the following is NOT a suggestion for running an effective job interview? (A) Listen attentively and nod occasionally. (B) Give a firm handshake. (C) Sit behind a desk. (D) Refrain from multitasking. (E) Sell the candidate on the job opportunity. Answer

(C)

93. What term refers to the act of persisting with a failing course of action? (A) brainstorming (B) groupthink (C) escalation of commitment (D) group polarization (E) risk propensity Answer

(C)

96. Nonprogrammed decisions require managers to use ____________ rather than ___________. (A) individuals, groups (B) groups, individuals (C) creativity, decision rules (D) decision rules, creativity (E) strategic thinking, critical thinking Answer

(C)

98. Pam, a human resources manager, thinks that the company's slow network is hurting productivity. She reaches out Vladimir, a digital technology manager, to discuss the problem. Which type of communication is this an example of? (A) upward (B) downward (C) horizontal (D) diagonal (E) informal Answer

(C)

18. All of the following are examples of oral communication in organizations EXCEPT (A) A telephone call (B) Reading a manual out loud to coworkers (C) Discussing a task (D) Sending a memo to colleagues (E) A conversion on cell phones Answer

(D)

30. Which of the following statements about nonprogrammed decisions is FALSE? (A) The decisions are poorly structured. (B) The problem situation is nonroutine. (C) The consequences of decision making are far reaching. (D) The decisions are rarely a responsibility of top management. (E) Goals are often vague. Answer

(D)

31. Decisions that recur infrequently and have no decision rules are ____ decisions. (A) certain (B) risk (C) programmed (D) nonprogrammed (E) uncertain Answer

(D)

39. Once a receiver provides feedback to a sender, the sender and receiver have engaged in (A) nonverbal communication. (B) verbal communication. (C) one-way communication. (D) two-way communication. (E) body language. Answer

(D)

41. Which type of task interdependence requires that tasks be performed in a certain order? (A) verbal interdependence (B) nonverbal interdependence (C) reciprocal interdependence (D) sequential interdependence (E) pooled interdependence Answer

(D)

45. When ______________ arises, a decision maker questions the decision made and searches for information to bolster it. (A) post-decision uncertainty (B) conflict reduction (C) rationalization bias (D) post-decision dissonance (E) positive reinforcement Answer

(D)

48. The behavioral approach to decision-making is characterized by all of the following EXCEPT (A) it uses procedures (B) it uses rules of thumb (C) it uses suboptimizing (D) it uses logic (E) it uses satisficing Answer

(D)

48. Which of the following occurs when the amount of information available exceeds our ability to process it? (A) misperception (B) selective perception (C) filtering (D) information overload (E) none of these Answer

(D)

49. ____ refers to the inability of human beings to process an unlimited amount of information, causing most decisions to be made in a partially irrational manner. (A) Post-decision dissonance (B) Groupthink block (C) Satisficing (D) Bounded rationality (E) Suboptimizing Answer

(D)

50. In a _________ culture, people rely on nonverbal or situational cues to convey meaning. (A) collectivistic (B) individualistic (C) low-context (D) high-context (E) none of these Answer

(D)

51. In a _________ culture, if an employee asks a manager for a raise and the answer is no, the manager might say, "That could be difficult." (A) collectivistic (B) individualistic (C) low-context (D) high-context (E) none of these Answer

(D)

51. The sales department at a local company determines that Product A will moderately boost sales and have a shorter production schedule, so it is decided that this product will be manufactured and sold without considering other options. In choosing this product, the sales department is (A) controlling. (B) engaged in bounded rationality. (C) suboptimizing. (D) satisficing. (E) using procedures and rules of thumb. Answer

(D)

54. Which type of noise occurs when there is more than one way to interpret the sender's message? (A) jargon (B) semantics (C) loss of transmission (D) ambiguity (E) none of these Answer

(D)

58. According to research, the common attributes of creative individuals include which of the following? (A) Being forced to work at a very young age (B) Living in a highly developed country (C) Changing basic personality attributes as a teenager (D) Being raised in an environment that nurtured creativity (E) Having fewer brothers and sisters Answer

(D)

72. According to the rational decision-making approach, what is the first step of the decision-making process? (A) Identify the problem (B) Generate alternatives (C) Evaluate alternatives (D) State the situational goal (E) Determine the decision type Answer

(D)

75. A communication medium that allows the speaker to convey physical presence, voice inflection, nonverbal cues, and pictures is said to have a high (A) adaptability. (B) personal focus. (C) language variety. (D) ability to transmit multiple cues. (E) interactivity. Answer

(D)

78. In ________, the decision maker examines alternatives only until a solution that meets minimal requirements is found. (A) optimizing (B) suboptimizing (C) compromising (D) satisficing (E) narrowing Answer

(D)

78. Which of the following communication media has the highest richness? (A) telephone (B) formal written correspondence (C) email (D) videoconferencing (E) instant messaging Answer

(D)

82. What term refers to the tendency of people to make more extreme decisions in a group than when alone? (A) brainstorming (B) groupthink (C) escalation of commitment (D) group polarization (E) risk propensity Answer

(D)

83. _________ communication occurs when employees communicate across departments and levels. (A) Upward (B) Downward (C) Horizontal (D) Diagonal (E) Formal Answer

(D)

84. _________ communications are official, organization-sanctioned communications. (A) Written (B) Oral (C) Informal (D) Formal (E) Diagonal Answer

(D)

88. Which of the following is a structured variation of a small-group discussion to reach consensus? (A) prospect theory (B) brainstorming (C) the Delphi technique (D) the nominal group technique (E) none of these Answer

(D)

89. The Delphi technique uses which of the following to gather opinions from experts? (A) conference calls (B) group meetings (C) interviews (D) questionnaires (E) stream-of-consciousness journals Answer

(D)

24. The ____ is the individual, group, or organization interested in communicating a message to another party. (A) noise (B) receiver (C) decoding (D) encoding (E) sender Answer

(E)

26. The feedback phase of the communication process is initiated when (A) the receiver decodes the message. (B) the sender encodes the message. (C) the receiver understands the message. (D) the initial sender translates the message. (E) the receiver responds to the message. Answer

(E)

29. For effective communication to take place, both parties must (A) decode the manager's message. (B) eliminate nonverbal cues. (C) instantaneously exchange information. (D) communicate face-to-face. (E) attach the same meaning to the symbols used in the message. Answer

(E)

30. Communication that is _________ typically consists of messages about how to do a job, performance goals, the firm's policies, and how the company is performing. (A) quick (B) horizontal (C) slow (D) upward (E) downward Answer

(E)

35. _________ communication is neither spoken nor written yet has meaning to others. (A) Decoded (B) Encoded (C) Noisy (D) Verbal (E) Nonverbal Answer

(E)

39. The rational decision-making approach assumes decision makers (A) have complete information. (B) are objective. (C) are systematic in their approach to decisions. (D) work in an organization that encourages logical choices. (E) all of these Answer

(E)

40. Which type of task interdependence occurs when employees work independently and their output is combined into group output? (A) verbal interdependence (B) nonverbal interdependence (C) reciprocal interdependence (D) sequential interdependence (E) pooled interdependence Answer

(E)

43. Which type of task interdependence has the fewest communication requirements? (A) verbal interdependence (B) nonverbal interdependence (C) reciprocal interdependence (D) sequential interdependence (E) pooled interdependence Answer

(E)

58. Which of the following is NOT a suggestion for being a good listener? (A) Repeatedly make logical connections between what the speaker has said. (B) Offer speakers honest, clear, timely, respectful, and relevant acknowledgment of what the speaker has said. (C) Give speakers clear nonverbal evidence that you are listening attentively. (D) Give speakers clear verbal evidence that you are listening attentively. (E) Do not react to unusual or inconsistent communication cues from the speaker. Answer

(E)

59. Which of the following is NOT a guideline for effective writing? (A) Footnote any ideas, phrases, sentences, and terms that are not your own. (B) Back up your assertions with statistics, examples, and citation of authorities. (C) Write with energy and conviction. Avoid passive voice. (D) Use graphic aids and pictures to highlight and express ideas (E) Write to impress as well as to express. Answer

(E)

61. Which of the following is NOT a guideline for giving effective presentations? (A) Spend some time establishing rapport with the audience. (B) End with a bang. (C) Rely on notes as little as possible. (D) Channel nervous energy into enthusiasm. (E) Pace back and forth while making eye contact with the audience. Answer

(E)

68. Thanks to electronic communication, people don't need to be in a central office to talk with their coworkers and do their jobs. What is the general term for work conducted outside a central office? (A) teleconferencing (B) satellite work (C) instant messaging (D) videoconferencing (E) telework Answer

(E)

71. According to the rational decision-making approach, what is the third step of the decisionmaking process? (A) Identify the problem (B) Generate alternatives (C) Evaluate alternatives (D) State the situational goal (E) Determine the decision type Answer

(E)

71. What term refers to a searchable, archivable website that allows people to comment on and edit one another's work in real time? (A) blog (B) portal (C) webcast (D) podcast (E) wiki Answer

(E)

87. Which of the following is true about brainstorming? (A) the number of ideas should be limited (B) ideas should be criticized and judged quickly (C) ideas should not be written down (D) implausible ideas should not be suggested (E) none of these Answer

(E)

91. Creative thinking is enhanced by which of the following? (A) attraction to complexity (B) high levels of energy (C) intelligence (D) openness (E) all of these Answer

(E)

93. Videoconferencing is ________ in feedback availability and ________ in language variety. (A) low, low (B) moderate, moderate (C) moderate, high (D) high, moderate (E) high, high Answer

(E)

94. Which of the following does NOT tend to be one of the toughest managerial decisions? (A) opening a business (B) deciding which new product to launch (C) buying or selling a business (D) hiring and firing (E) creating work schedules Answer

(E)

95. _________ ties refer to relationships with coworkers, bosses, and others we know because of the roles we hold. (A) Social (B) Fraternal (C) Community (D) Informal (E) Formal Answer

(E)

An organization's culture of __________ reflects the extent to which majority members value efforts to increase minority representation, and whether the qualifications and abilities of minority members are questioned. a. diversity b. strategy c. conflict d. inclusion e. multiculturalism

Inclusion

Organization's culture of __________ reflects the extent to which majority members value efforts to increase minority representation.

Inclusion

When an organizational restructuring results in fewer employees, which of the following is NOT a common effect on the employees who remain? a. Increased turnover intention b. Increased stress c. Increased motivation d. Decreased commitment e. All of these are common effects.

Increased motivation

Athena's company specializes in the design of tennis ball canisters, making them sturdier, cheaper, and easier to open. This is an example of which of the following types of innovation? a. Radical b. Incremental c. Systems d. Entrepreneurial e. Strategic

Incremental

__________ innovation continues the technical improvement and extends the applications of radical and systems innovations. a. Strategic b. Radical c. Systems d. Incremental e. Cultural

Incremental

Which term reflects how people translate their power to affect the behavior of others? a. Influence tactics b. Power tactics c. Need for power d. Need for control e. Image management

Influence tactics

____ power is derived from control over access to valuable data. a. Expert b. Reward c. Persuasive d. Informational e. Referent

Informational

Which influence tactic entails flattering or praising someone to put them in a good mood or to make them more likely to want to help? a. Exchange b. Pressure c. Coalition d. Ingratiation e. Legitimating

Ingratiation

Which influence tactic is seen as more credible when used early rather than after other influence attempts have failed? a. Exchange b. Pressure c. Coalition d. Ingratiation e. Legitimating

Ingratiation

Which of the following does NOT describe a behavior of charismatic leaders? a. Envisioning future trends and patterns b. Setting high expectations for themselves and for others c. Modeling behaviors consistent with meeting expectations d. Initiating structured tasks and making assignments e. Demonstrating personal excitement

Initiating structured tasks and making assignments

__________ is the process of creating and doing new things that are introduced into the marketplace as products, processes, or services. a. Organizational culture b. Intrapreneurship c. Entrepreneurship d. Innovation e. Strategy

Innovation

According to Fortune magazine, the most admired organizations are those that are the most a. profitable. b. successful. c. innovative. d. functional. e. improved.

Innovative

The _________ influence tactic involves appealing to someone's aspirations, values, and ideals to gain commitment to an idea.

Inspiration appeals

Which influence tactic entails appealing to someone's aspirations, values, and ideals to gain her commitment or increasing people's confidence that they can do something in order to increase motivation? a. Rational persuasion b. Consultation c. Personal appeals d. Empowerment e. Inspirational appeals

Inspirational appeals

Because workgroups develop their own subcultures, __________ can be used to build a common cultural foundation. a. mass emails b. instant messaging programs c. bulletin boards d. intranets e. IRC channels

Intranets

Intrapreneurship a. is most effective as a rare event in the organization. b. is most effective when it occurs in the research and development department alone. c. occurs both inside and outside the organization. d. gives new organizations an edge over existing organizations. e. is entrepreneurial activity that takes place within the organization.

Is entrepreneurial activity that takes place within the organization

In general, how do leaders exercise legitimate power? a. Issuing formal requests b. Maintaining credibility c. Making requests in a demanding tone d. Keeping aware of information that is relevant and that may be needed by the organization e. Keeping aware of subordinates' actions

Issuing formal requests

Organization culture resists change for all of the following reasons EXCEPT a. it is typically communicated through stories and symbols. b. it embodies the basic values in the firm. c. it changes so frequently that employees begin to resist further change. d. it is often taken for granted. e. it involves changing basic assumptions.

It changes so frequently that employees begin to resist further change

The benefits of a matrix organizational structure include all of the following EXCEPT a. it is flexible. b. it can provide coordinated responses to pressures. c. it is cheaper. d. it improves project coordination. e. it improves communication.

It is cheaper

Which of the following describes the concept of empowerment? a. It occurs when no training is required for employees. b. It is the process of making decisions for employees, without their input. c. It is the process of sharing power and giving others the authority to make decisions. d. It is often exercised through rational persuasion. e. None of these are correct.

It is the process of sharing power and giving others the authority to make decisions

All of the following statements are true about socialization EXCEPT a. it is usually something that can be accomplished in a day-long new employee orientation program. b. it occurs in organizations in much the same way as it occurs in society. c. it is the process through which individuals learn acceptable behavior. d. socialization programs do not necessarily change employees' values. e. employees who are socialized into an organization usually accept the actual cultural values rather than the formal values of the organization.

It is usually something that can be accomplished in a day-long new employee orientation program

Which of the following is NOT a way that managers can enhance expert power? a. Staying current in their field b. Acting confident c. Telling the truth d. Keeping experience and accomplishments private e. Engaging in formal training and on-the-job learning

Keeping experience and accomplishments private

In organizations with a _________, cross-functional and cross-level subteams are formed and dissolved as necessary to complete specific projects and tasks. a. matrix structure b. functional structure c. bureaucratic structure d. prebureaucratic structure e. lattice structure

Lattice structure

The central premise of the leadership substitutes perspective is that a. leader behaviors may be irrelevant in some situations. b. anyone can be a leader with proper training. c. effective leaders replace the need for rigid rules and policies. d. non-leaders can fill in for leaders, but only temporarily. e. performing the leadership role requires replacing management activities with leadership activities.

Leader behaviors may be irrelevant in some situations

The _________ model of leadership stresses the importance of variable relationships between supervisors and their subordinates.

Leader-member exchange

What term refers to factors that make leadership impossible? a. Situational characteristics b. Leadership exacerbators c. Leadership diminishers d. Leadership neutralizers e. Leadership substitutes

Leadership neutralizers

Leadership characteristics that can facilitate performance regardless of whether or not a leader is present are called a. leadership transformations. b. leadership attributions. c. leadership by strategy. d. leadership substitutes. e. leadership through charisma.

Leadership substitutes

Which of the following is NOT an important leadership skill in a virtual project team or distance management situation?

Leading with directness and focusing on abstract results.

The structure of small organizations tends to be _________ than the structure found in large organizations. a. less flexible b. more centralized c. more bureaucratic d. less bureaucratic e. None of these are correct.

Less bureaucratic

Techniques of political behavior include all of the following EXCEPT a. eliminating political rivals. b. building coalitions. c. leveraging technology. d. image building. e. controlling lines of communication.

Leveraging technology

Which of the following is not an example of cost reductions arising from team environments?

Lower commitment

When resources become scarce, it causes power differences across subunits to a. become irrelevant. b. reduce. c. magnify. d. fluctuate. e. None of these are correct.

Magnify

In which type of structure do costs tend to be higher due to the presence of program managers in addition to the functional managers? a. Bureaucratic structure b. Prebureaucratic structure c. Network structure d. Matrix structure e. Team-based structure

Matrix structure

individual consequences.

Medical, psychological, and behavioral responses to stress are primarily

__________ are people who help less-experienced employees learn the ropes and become better prepared to advance within the organization.

Mentors

When there is a small span of control, there is likely to be a. an increase in the number of workers. b. less control over production workers. c. more administrative levels. d. less bureaucracy. e. looser managerial control.

More administrative levels

Which of the following is NOT a "tell" that someone is using impression management? a. Allowing greater periods of silence during the conversation b. Looking away rather than at the person being spoken to c. Leg fidgeting d. More frequent blinking e. More hand gesturing

More hand gesturing

Larger organizations tend to have ________ specialization and more rules, compared to smaller firms. a. less overall b. more overall c. less complicated d. more complicated e. None of these are correct.

More overall

Some leadership theories are less applicable in today's diverse workforce due to which of the following?

Most past leadership research involved only white males.

In which stage of group development do members develop norms of behavior?

Motivation and productivity

A union contract that prohibits a supervisor from giving workers incentives for higher performance is an example of a leadership a. substitute. b. neutralizer. c. diminisher. d. exacerbator. e. equalizer.

Neutralizer

Which of the following is the most important mechanism of organizational socialization? a. Formal training b. Observing the behavior of others c. Corporate pamphlets d. Corporate statements e. None of these are correct.

Observing the behavior of others

Attitudes are not as stable as personality attitudes. If the object of an attitude changes, a person's attitude toward that object may also change.

One of the primary differences between attitudes and personality is that

attitudes are more changeable than personality attributes.

One of the primary differences between attitudes and personality is that

All of the following statements are true about innovation EXCEPT a. there are many risks associated with being an innovative company. b. innovation is the process of creating and doing new things that are introduced into the marketplace. c. one of the biggest challenges is using innovative technology in a cost-effective manner. d. true organizational innovation is pervasive throughout the organization. e. only small organizations can truly be innovative.

Only small organizations can truly be innovative

_________ organizations are flexible and decentralized, have open communication channels, and focus on adaptability in helping employees accomplish their goals. a. Organic b. Mechanistic c. Matrix d. Simple e. Bureaucratic

Organic

__________ is the process through which employees learn about their organization's culture. a. Socialization b. Organizational socialization c. Innovation d. Entrepreneurship e. Intrapreneurship

Organization socialization

The ________ shows all people, positions, reporting relationships, and lines of formal communication in the organization. a. objectives chart b. organizational chart c. position chart d. PERT chart e. activities chart

Organizational chart

According to the LMX model, the leader's _________ receives less of the supervisor's time and attention, is more likely to be assigned mundane tasks, is not be "in the loop" when information is shared, and receives fewer rewards and overall weaker support from the leader. a. in-group b. out-group c. vertical dyad d. task force e. elite group

Out-group

Leaders who are coaches differ from leaders who are a. overseers. b. effective. c. ineffective. d. participative. e. strategic.

Overseers

Michelle is a manager whose subordinates have moderate-to-high readiness. According to the Hersey and Blanchard model of leadership, Michelle should use which of the following styles? a. Telling b. Selling c. Participating d. Delegating e. Situational

Participating

According to Project GLOBE, which category of leadership behavior refers to the extent to which leaders are nonautocratic and involve others in making decisions? a. Participative b. Self-protective c. Humane-oriented d. Team-oriented e. Autonomous

Participative

__________ conflict management norms tend to avoid addressing conflict. a. Active b. Passive c. Agreeable d. Disagreeable e. Strategic

Passive

Companies with many layers of authority and strong bureaucracy often have __________ conflict cultures.

Passive-aggressive

Rather than dealing openly with conflict, __________ conflict cultures resist conflict with tactics such as withholding information or withdrawing from contact with coworkers. a. dominating b. collaborative c. strategic d. avoidant e. passive-aggressive

Passive-aggressive

The silent treatment is most common within __________ conflict cultures. a. avoidant b. dominating c. collaboratived. passive-aggressive e. None of these are correct.

Passive-aggressive

Openess

People with a high level of ______ are willing to listen to new ideas and to change their own ideas, beliefs, and attitudes in response to new information.

More/More

People with an internal locus of control, as compared to those with an external locus of control, tend to be ______ socially integrated at work and report _______ favorable relationships with their supervisors.

________ can increase a leader's power. a. Performing well b. Being exploitive c. Being coercive d. Performing adequately e. None of these are correct.

Performing well

Which influence tactic entails asking someone to do something "because we're friends"? a. Rational persuasion b. Consultation c. Personal appeals d. Empowerment e. Inspirational appeals

Personal appeals

Referent, expert, informational, and persuasive powers all contribute to a. psychological power. b. personal power. c. position power. d. authority. e. referent power.

Personal power

____ power is derived from one's ability to convince others of something. a. Expert b. Reward c. Persuasive d. Informational e. Referent

Persuasive

For many people, ________ is often assumed to be synonymous with dirty tricks or backstabbing.

Politics

Legitimate, reward, and coercive power all contribute to __________ power.

Position

The desire to control, influence, or be responsible for others is called a need for a. domination. b. approval. c. power. d. achievement. e. affiliation.

Power

Which type of organizational structure provides the founder the most control over the organization's decisions and growth? a. Matrix structure b. Functional structure c. Bureaucratic structure d. Prebureaucratic structure e. Lattice structure

Prebureaucratic structure

Of the various influence tactics, which one has been found to be the least effective? a. Exchange b. Pressure c. Coalition d. Ingratiation e. Legitimating

Pressure

Which influence tactic entails using coercion or persistent follow-up or reminders to gain influence? a. Exchange b. Pressure c. Coalition d. Ingratiation e. Legitimating

Pressure

Which influence tactic risks undesirable side effects such as resentment? a. Exchange b. Pressure c. Coalition d. Ingratiation e. Legitimating

Pressure

Organizational structure is impacted by the organization's technology, which is also called its a. hours of operation. b. business strategy. c. organizational chart. d. primary production system. e. secondary production system.

Primary production system

Referent power involves all of the following EXCEPT a. trust. b. similarity. c. acceptance. d. promotions. e. affection.

Promotions

A __________ innovation is a major breakthrough that changes or creates whole industries.

Radical

The Internet was an example of which of the following kinds of innovation?

Radical

The airplane is an example of a __________ innovation.

Radical

Which type of multinational organizational structure is best when a balance of global integration and local responsiveness is needed? a. Global area division structure b. Regional lattice structure c. Regional headquarters structure d. Global product division structure e. Global transnational division structure

Regional headquarters structure

Organizations that have an organic structure typically a. have many levels in their organizational hierarchy. b. concentrate decision-making powers among few managers. c. require obedience without questioning the organization's goals. d. require their members to be committed to the organization's tasks. e. None of these are correct.

Require their members to be committed to the organization's tasks

Conscientiouness

Research has found that _____ people tend to be higher performers in a variety of jobs. Select ALL of the choices that would validly complete this sentence.

Offering incentives that are desirable to workers is an example of how to effectively use __________ power. a. referent b. legitimate c. reward d. expert e. coercive

Reward

Jenelle is Ruby's supervisor. Ruby often knows things Jenelle's other subordinates don't, and she gets the lion's share of special, more autonomous duties. According to the LMX model, which of the following is also likely to be true? a. Ruby is part of Jenelle's out-group. b. Ruby works fewer hours than Jenelle's other subordinates do. c. Ruby works longer hours than Jenelle's other subordinates do. d. Ruby gets less support from Jenelle than Jenelle's other subordinates do. e. Ruby gets more support from Jenelle than Jenelle's other subordinates do.

Ruby gets more support from Jenelle than Jenelle's other subordinates do.

Svetlana is self-centered and status-conscious, and she won't hesitate to induce conflict in order to save face. According to Project GLOBE, which style of leadership does Svetlana exhibit? a. Participative b. Self-protective c. Humane-oriented d. Team-oriented e. Autonomous

Self-protective

Michael is a manager whose subordinates have moderate readiness. According to the Hersey and Blanchard model of leadership, Michael should use which of the following styles? a. Telling b. Selling c. Participating d. Delegating e. Situational

Selling

Which leadership style of the Hersey and Blanchard model entails offering direction and role definition accompanied by explanation and information?

Selling

Which leadership style of the Hersey and Blanchard model entails offering direction and role definition accompanied by explanation and information? a. Telling b. Selling c. Participating d. Delegating e. Situational

Selling

A conflict culture is a a. culture that is characterized by a lot of disagreement. b. set of shared norms for managing conflict. c. culture that attempts to avoid conflict as much as possible. d. set of shared norms for avoiding conflict. e. culture that is internally inconsistent.

Set of shared norms for managing conflict

Nancy is the administrator at a community nonprofit. She was hired for her expertise in planning and budgeting, but she has experienced conflicts with personnel. Which of the following statements is true about Nancy's role?

She is a manager

In Jack's organization, the span of control is very wide. In Pam's organization, the span of control is rather narrow. The number of levels of managers in Jack's organization is likely to be _______ in Pam's organization. a. greater than b. smaller than c. the same as that d. narrower than e. wider than

Smaller than

__________ is the process through which individuals become social beings.

Socialization

____ is the number of people reporting to a manager. a. Administrative intensity b. Span of control c. Work group size d. Organizational control e. Organizational management

Span of control

Division of labor is often referred to as a. departmentalization. b. the organizational chart. c. specialization. d. configuration. e. the administrative hierarchy.

Specialization

Research suggests that organization culture is understood and communicated through the use of a. observation alone. b. employee handbooks. c. psychological contracts. d. stories and symbols. e. raises and bonuses.

Stories and symbols

Which type of leadership entails the ability to understand the complexities of both the organization and its environment so as to maintain a superior alignment between them? a. Transformational leadership b. Charismatic leadership c. Strategic leadership d. Transactional leadership e. Virtual leadership

Strategic leadership

In a __________ culture, the reaction to the arrival of the plant manager is, "Heads up! The plant manager is coming onto the production floor—look busy!" a. strong negative b. strong positive c. weak negative d. weak positive e. moderate neutral

Strong negative

In a __________ culture, employee values and behaviors are consistent with the organization's values, and the culture is resistant to change. a. strong negative b. strong positive c. weak negative d. weak positive e. moderate neutral

Strong positive

A subunit's power is reduced to the extent that others inside or outside of the organization can also perform its responsibilities. This reflects the subunit's a. referent power. b. uncertainty. c. resource scarcity. d. centrality. e. substitutability.

Substitutability

Leadership __________ are individual, task, and organizational characteristics that tend to outweigh the leader's ability to affect subordinate's satisfaction and performance.

Substitutes

The nature of managerial leadership varies depending on the culture. Which of the following countries experiences a low need for managers to have immediate and precise answers to subordinates' questions?

Sweden

Research suggests that organization culture is understood and communicated through the use of __________ media.

Symbolic

A friendship group often performs its duties outside of regular work hours.

TRUE

A group is homogenous if the members are similar in one or more ways that are critical to the work of the group.

TRUE

A group norm is a standard against which the appropriateness of a behavior is judged.

TRUE

A homogeneous group is likely to be more productive when the group task is simple, cooperation is necessary, the group tasks are sequential, and quick action is required.

TRUE

Change starts at the top in every successful team implementation.

TRUE

Cohesiveness is generally higher in small groups than it is in large groups.

TRUE

Getting to know one another is part of the mutual acceptance stage of group development.

TRUE

Some groups fail to complete certain stages of development before moving on to later stages.

TRUE

Teams can reduce the degree of stress that employees experience on the job.

TRUE

Teams usually require different types of skills to be effective.

TRUE

The collection of people who attend a class together could be called a group

TRUE

The use of teams can eliminate redundant layers of bureaucracy and flatten the hierarchy on a company.

TRUE

Tightly formed teams may become overconfident and reduce their communication with other teams in the organization.

TRUE

Which of the following is not an example of an organizational enhancement arising from team environments?

Taller organizational hierarchy

Task characteristics that may substitute for leader behavior include all of the following EXCEPT a. frequent feedback. b. intrinsic satisfaction. c. routine. d. a high degree of structure. e. tediousness.

Tediousness

Manny is a manager whose subordinates have low readiness. According to the Hersey and Blanchard model of leadership, Manny should use which of the following styles?

Telling

Manny is a manager whose subordinates have low readiness. According to the Hersey and Blanchard model of leadership, Manny should use which of the following styles? a. Telling b. Selling c. Participating d. Delegating e. Situational

Telling

Studies have generally found that compared to out-group members, in-group members a. complain more because they have access to the leader. b. tend to have higher levels of performance and satisfaction. c. are responsible for nearly all new product developments. d. make more ethical decisions. e. are absent more often, but get more work done when they attend.

Tend to have higher levels of performance and satisfaction

Examples of reward power include all of the following EXCEPT a. pay. b. work assignments. c. promotion. d. praise. e. tenure.

Tenure

In LMX theory, what ultimately determines whether the follower becomes a member of an in-group or an out-group? a. The leader's competence b. The follower's competence c. The follower's perception of the leader d. The leader's perception of the follower e. The size of the work group

The leader's perception of the follower

If the culture new employees observe contradicts with the culture formally stated in corporate pamphlets, the new employees will come to accept a. a mixture of the formally stated values and the observed values. b. the stated values. c. neither the formally stated values or the observed values. d. the observed cultural values rather than those formally stated. e. None of these are correct

The observed cultural values rather than those formally stated

According to the leader-member exchange model (LMX), all of the following describe out-group members EXCEPT a. they receive weaker support from the leader. b. they receive fewer rewards. c. they have fewer friends at work. d. they are not "in the loop" as information is shared. e. they are assigned to mundane tasks.

They have fewer friends at work

Which of the following is NOT characteristic of strong cultures? a. They are widely shared. b. They clarify appropriate behavior. c. They can enhance organizational performance. d. They usually reduce organizational performance. e. These are all true of strong culture.

They usually reduce organizational performance

Annabelle takes over as CEO of an organization that's already doing extremely well, so she elects not to undertake any drastic changes and mainly stay the course—for the time being, at least. Annabelle is engaging in __________ leadership. a. transformational b. transactional c. charismatic d. strategic e. ethical

Transactional

A leader who initiates change in a company by enhancing the culture of the work environment is using a. charismatic leadership. b. transactional leadership. c. transformational leadership. d. strategic leadership. e. path-goal leadership.

Transformational leadership

What type of leadership is focused on recognizing the need for change, creating a vision to guide that change, and executing the change effectively?

Transformational leadership

What type of leadership is focused on recognizing the need for change, creating a vision to guide that change, and executing the change effectively? a. Transformational leadership b. Charismatic leadership c. Strategic leadership d. Transactional leadership e. Virtual leadership

Transformational leadership

A centralized organization concentrates decision making at the top of its hierarchy.

True

A company's characteristics are determined largely by the founder's personality and values, often stay with the company even after it grows.

True

A major obstacle to changing an organization's culture is that upper-level managers may sometimes inadvertently revert to old patterns of behavior.

True

A transactional leader is careful to assign work and evaluate performance

True

A virtual organization may not even have a permanent office.

True

According to research, employees are often more responsive to the social influence of their peers than to the control and incentives of management.

True

Being aware of the causes and techniques of political behavior can enable a leader to manage the effects of politics in an organization.

True

Charismatic leaders enable others by supporting them, empathizing with them, and expressing confidence in them.

True

Coercive power exists when one person has the ability to punish or harm someone else.

True

Communities of practice are not an official part of organizational structure, but they can make money for the organization.

True

Following recent high-profile corporate scandals, high standards of ethical conduct are considered a prerequisite for effective leadership.

True

If there is a lot of employee participation in the decision-making process, the organization structure is decentralized, regardless of the nature of the decisions being made.

True

In general, legitimate power is exercised through a formal request that subordinates do what the leader wishes.

True

In the Hersey and Blanchard model of leadership, when subordinate readiness is low, the leader should use a "telling" style.

True

Leadership substitutes are individual, task, and organizational characteristics that tend to outweigh the leader's ability to affect subordinates' satisfaction and performance.

True

One downside of a high division of labor is that it tends to isolate employees.

True

People generally use political behavior to promote or protect their self-interests.

True

Reducing uncertainty is one way of reducing political behavior in an organization.

True

Research has not provided leaders with a thorough and definitive guide to lead effectively in the virtual world.

True

Span of control refers to the number of people reporting to an individual.

True

Taking over a leadership role from a prior charismatic leader can be extremely challenging.

True

The leader-member exchange model (LMX) of leadership stresses the importance of the relationships between supervisors and subordinates.

True

The values that make up an organization's culture are often taken for granted.

True

Training, motivation, and professionalism are among the characteristics that may substitute for leadership.

True

When engaging in impression management, people tend to speak at a higher pitch.

True

If a top manager works in a company with performance-reducing values, what action is recommended? a. Try to change the culture. b. Try to fire as many people as possible. c. Use restructuring to put all of the bad people in the same division. d. Use restructuring to dilute all of the bad people throughout the organization. e. Try to sell off the company to a competitor.

Try to change the culture

-Stress -Heart Disease -High Blood Pressure

Type A's are more prone that Type Bs to which of the following? Select ALL that apply.

When a firm uses _________, typically small batches or one-of-a-kind custom products are produced. a. unit production b. mass production c. continuous production d. a primary production system e. a matrix structure

Unit production

Organization culture can be managed by a. sticking to the knitting. b. conducting in-depth research and evaluation. c. allowing autonomy and entrepreneurship. d. utilizing the culture that is already there. e. staying close to the customer.

Utilizing the culture that is already there

Organization culture deals with the set of assumptions norms and __________ held by the members of an organization to guide employee behavior.

Values

Each superior-subordinate pair in the leader-member exchange model is referred to as a __________.

Vertical dyad

Organizational culture helps people in an organization understand a. which actions are considered acceptable and which are considered unacceptable. b. why their firm is outperforming the competition. c. how to improve their relations with customers. d. when to best socialize new employees. e. which types of problems are likely to arise in their company.

Which actions are considered acceptable and which are considered unacceptable

Variable-interval

Which type of reinforcement schedule uses the element of surprise by reinforcing behavior after an unpredictable amount of time has elapsed?

Which of the following explains patterns of leadership styles typically found among leaders? a. Men tend to be less supportive. b. Women tend to be less aggressive. c. Women tend to be more task focused. d. Women face more resistance from stereotyping. e. Men tend to have stronger interpersonal skills.

Women face more resistance from stereotyping

Which of the following explains patterns of leadership styles typically found among leaders?

Women face more resistance from stereotyping.

Dividing an organization's manufacturing jobs into drill press, milling, heat treat, and assembly areas is an example of grouping employees by a. work process. b. employee knowledge and skills. c. business function. d. client. e. location.

Work process

Formalization reflects the extent to which organizational rules, procedures, and communications are a. ethical. b. fair. c. written down. d. comprehensive. e. top-down.

Written down

In complex societies, the socialization process takes many a. days. b. weeks. c. months. d. years. e. centuries.

Years

Burnout a. is most frequently found among high achievers. b. occurs when the worker enrolls in stress management programs. c. occurs when a worker puts too little of himself or herself into the job. d. is more common among women than men. e. is found more often in Type B personalities

a

Distributive negotiation is a. zero sum, meaning any gain for one party entails a corresponding loss for another. b. usually ineffective, regardless of the techniques applied by all parties involved. c. unscientific, so it is considered to generally be ineffective in all circumstances. d. better than integrative negotiation because it uses a win-win technique. e. None of these are correct

a

If a student is normally a C student, but recently received an A on an assignment, the __________ of the circumstances would be high. a. distinctiveness b. attribution c. cognition d. values e. attitudes

a

John has satisfied his basic physiological needs, and he is also very social and has many friends. He is now trying to learn new skills and advance his career. John's activities are explained by which component of Existence, Relatedness, and Growth (ERG) theory? a. Satisfaction-progression b. Frustration-regression c. Importance-satisfaction d. Satisfaction-regression e. Frustration-progression

a

The avoiding strategy entails a _________ concern for one's own interests and a low concern for the interests of the other party. a. low b. high c. fluctuating d. variable e. moderate

a

The fact that, consciously or subconsciously, we tend to prefer to associate with others who are like us is called a. the "like me" bias. b. bigotry. c. ethnocentrism. d. perceived threat of loss. e. stereotyping.

a

The most significant shortcoming of the scientific management approach to motivation is that it a. overstated the importance of money. b. understated the importance of money. c. was funded by large corporations. d. was not actually scientific. e. did not produce any positive results.

a

Title VII of the Civil Rights Act of 1964, which was further amended in 1991, prohibits employee discrimination based on a variety of characteristics. Which of the following is NOT included? a. Sexual orientation b. Race c. Sex d. Religion e. National origin

a

What term refers to employer and employee expectations about the employment relationship that go beyond the formal employment contract? a. Psychological contract b. Informed consent c. Emotional intelligence d. Emotional contract e. Prenuptial agreement

a

Which conflict resolution strategy requires both sides to sacrifice something in order to end the conflict? a. Compromising b. Avoiding c. Competing d. Accommodating e. Collaborating

a

Which of the following are two types of affectivity? a. Positive and negative b. High and low c. Distress and eustress d. Anxious and relaxed e. Odd and even

a

Which of the following demonstrates deep-level diversity? a. The Chicago Bulls basketball team is made up of players with a variety of personal values. b. The people who volunteer for the local animal shelter have a wide variety of expertise that they use to help fundraise for the organization. c. The marketing team has five members, but only Gary has a specific job title that he can put on his resume. d. The manufacturing team at Revlon responsible for making and packaging makeup is comprised of people of a variety of ages. e. The Milwaukee Brewers baseball team has players with a variety of nationalities.

a

Which of the following is the chief disadvantage of arbitration? a. At least one party is likely to be unhappy with the outcome. b. It's slower than mediation. c. There is a chance that the process will not end in a settlement. d. It's more expensive than mediation. e. Most arbiters don't really know what they're doing.

a

Which of the following terms refers to drawing a general impression about something or someone based on a single, and typically good, characteristic? a. The halo effect b. First impression bias c. Selective perception d. Stereotyping e. The Hawthorne effect

a

Which of the following terms refers to evaluating a person's characteristics through comparisons with other people we have recently encountered who rank higher or lower on the same characteristics? a. Contrast effect b. Comparison effect c. Assimilation effect d. Accommodation effect e. Coriolis effect

a

Gary was a relatively new and inexperienced leader assigned to an experienced work group with long-standing performance norms and strong group cohesiveness. The norms and cohesiveness of the group were so strong that nothing Gary did to change things had much effect. This situation is known as

a leadership neutralizer

A new product development team is an example of which type of group?

affinity

The positive benefits of a team-based environment include all of the following except

all of these are benefits

According to Herzberg's two-factor, dual-structure theory, motivation factors are often cited as the primary causes of a. job enrichment and motivation. b. satisfaction and motivation. c. dissatisfaction and lack of motivation. d. loyalty and commitment. e. higher performance and pay

b

According to Maslow, if a previously satisfied lower-level need becomes deficient, a. the individual returns to the level just below the deficient level. b. the individual returns to the lowest level that is now deficient. c. the individual becomes demotivated. d. the individual advances a level. e. the individual begins again at the bottom of the hierarchy

b

As a manager, if you want to increase your subordinates' job satisfaction, focus first on a. reducing workload. b. improving the nature of the work itself. c. changing the location of the office. d. institute a new training program. e. increase the number of performance evaluations conducted

b

Conflicts of interest over the way the conflict will be handled occur due to ________ issues. a. psychological b. procedural c. ethical d. substantive e. cultural

b

George is highly committed and has an attachment to the organization where he works. He feels he is a true member of the company. George is demonstrating a. organizational citizenship. b. organizational commitment. c. job identification. d. job satisfaction. e. job involvement.

b

In the ________ stage of Glasl's model of conflict escalation, ultimatums are made and conflict escalation accelerates. a. together into the abyss b. threat as a strategy c. fragmentation of the enemy d. burn the unbelievers e. limited attempts to overthrow

b

In which stage of the GAS do people typically experience feelings of no longer being able to cope with the stressor? a. Deflation b. Exhaustion c. Realization d. Resistance e. Alarm

b

Intrinsic work values are defined as a. values related to your education. b. values related to the work itself. c. values not related to the work. d. values related to your family. e. values related to the outcome of doing the work.

b

People tend to perceive things __________ a. in the same way, but they assume that everyone perceives things differently. b. in different ways, but they assume that everyone perceives things in the same way. c. in complex ways, and they assume that everyone perceives things in the same way. d. in the same way, and they assume everyone perceives things in the same way. e. in different ways, and they assume that everyone perceives things differently.

b

Sara tries to always be on time for work because she once saw her supervisor give someone an award for good attendance. Sara is exhibiting learning through a. avoidance. b. positive reinforcement. c. punishment. d. extinction. e. a stimulus-response mechanism

b

Tammi is often pessimistic and tends to see things in a negative light. Tammi is exhibiting a relatively high degree of a. self-criticism. b. negative affectivity. c. locus of control. d. Machiavellianism. e. self-efficacy.

b

Task demands that are too low can cause a person to a. develop healthy coping techniques. b. become bored. c. be healthy and pleased with life. d. feel invigorated. e. become anxious about time pressures

b

Which conflict resolution strategy embodies a "nobody wins, nobody loses" mindset? a. Compromising b. Avoiding c. Competing d. Accommodating e. Collaborating

b

Which of the following is NOT a characteristic of constructive conflict? a. It can energize behavior. b. It works best when people focus on emotions. c. It can stimulate new ideas. d. It can promote healthy competition. e. It can result in higher-quality decisions.

b

Which of the following terms refers to forming oversimplified beliefs about an individual or a group based on the idea that everyone in that particular group will behave the same way? a. Bigotry b. Stereotyping c. Selective perception d. Indiscriminate perception e. Projection

b

Which term refers to the degree of anxiety people feel in new situations? a. Decision-making difficulty b. Uncertainty avoidance c. Social anxiety disorder d. Masculinity e. Power distance

b

__________ commitment is defined as staying with an organization because of perceived high economic and/or social costs involved with leaving. a. Dysfunctional b. Continuance c. Affective d. Normative e. None of these are correct

b

__________ refers to observable characteristics in people, such as race, age, ethnicity, physical abilities, and gender. a. All-level diversity b. Surface-level diversity c. Deep-level diversity d. Ethnocentrism e. Cultural competence

b

A ____ is a set of expected behaviors associated with a particular position in a group or organization. a. module b. stressor c. role d. catalyst e. demand

c

Acts of vengeance fall under which category of ineffective conflict resolution behaviors? a. Displaying anger b. Winning at all costs c. Retaliation d. Avoiding the conflict e. Demeaning the other party

c

Among effective teams, relationship conflict tends to ________ toward the end of the project. a. remain the same b. decrease c. increase d. become nonexistent e. fluctuate

c

An employee's work-life relationships are a. not a concern to employees or organizations. b. important to employees but they should not concern organizations c. are important to employees and should be a concern for organizations. d. will not impact employee productivity. e. all of the friendships that develop through the workplace.

c

An ice cream maker requires approximately two months from the time a new flavor is selected in the corporate board room until the time it is produced and available to consumers in stores. This time frame is referred to as a. competitive advantage time. b. information technology time. c. cycle time. d. production time. e. made-to-order time.

c

Aria has been performing successfully at work for several months. Aria believes that she will get a pay raise if she maintains this high level of performance. This is an example of the __________ expectancy. a. effort-to-performance b. performance-to-benefit c. performance-to-outcome d. performance-to-valence e. effort-to-outcome

c

Doug is an employee of McDowell Instruments. Doug takes longer breaks than his coworkers, and often rationalizes his behavior because he feels the organization does not pay him enough for the level of work that he does. Doug is reducing his perceived inequity by a. altering his perception of self. b. altering his perception of the situation. c. changing his inputs. d. changing his outcomes. e. changing the object of comparison

c

For various reasons, Anne is unable to move ahead into a higher position at work. According to ERG theory, which of the following sets of needs will become more important to Anne? a. Existence b. Growth c. Relatedness d. Security e. Belongingness

c

How people explain the causes of their own as well as other people's behaviors and achievements is called a. projection. b. stereotyping. c. attribution. d. selective perception. e. indiscriminate perception

c

If all students in a particular course receive high grades, it is an example of __________ a. attribution. b. distinctiveness. c. consensus. d. consistency. e. congruence

c

In the ________ stage of Glasl's model of conflict escalation, the goal becomes destruction and dissolution of the system. a. together into the abyss b. threat as a strategy c. fragmentation of the enemy d. burn the unbelievers e. limited attempts to overthrow

c

In the ________ stage of Glasl's model of conflict escalation, the idea that "talking no longer helps" emerges and the conflict begins to get destructive. a. hardening b. loss of face c. action over words d. debate e. images/coalitions

c

In the expectancy model of motivation, which term refers to the perceived value of a given reward or outcome? a. Perception b. Expectancy c. Valence d. Strength e. Generality

c

One way organizations can address privacy concerns on the Internet is to a. keep all data collected confidential. b. publicly display any information collected by the company. c. post a privacy policy on the company's website. d. avoid collecting any private information. e. share collected data only with firms that pay for access.

c

Receiving a $10 bonus for every fifth sale is an example of which schedule of reinforcement? a. Fixed-ratio b. Variable-interval c. Fixed-interval d. Variable-ratio e. Continuous

c

Reducing the work hours of low performing employees is an example of a. positive reinforcement. b. negative reinforcement. c. punishment. d. extinction. e. classical conditioning.

c

Smoking and alcohol abuse are __________ consequences of too much stress at work. a. psychological b. medical c. behavioral d. physiological e. cognitive

c

The ERG Theory was developed by which of the following theorists? a. David McClelland b. Douglas McGregor c. Clay Alderfer d. Abraham Maslow e. Frederick Herzberg

c

The belief that one's culture is superior to all others is called a. the "like me" bias. b. bigotry. c. ethnocentrism. d. perceived threat of loss. e. stereotyping.

c

The human resource approach to motivation assumes that a. employees are economically motivated. b. employees will achieve their security needs. c. meaningful employee contributions are valuable to individuals and the organization. d. illusory employee contributions are valuable to individuals and the organization. e. None of these are correct.

c

The management department plans to grow based on several agreed-upon goals, but department members can't seem to agree on how the goals will actually be achieved. The management department is experiencing a. information conflict. b. task conflict. c. process conflict. d. relationship conflict. e. values conflict.

c

The purpose of diversity training is to help employees __________ their biases. a. ignore b. hide c. become aware of d. eliminate e. expand

c

The scientific management view of motivation includes all of the following assumptions EXCEPT a. employees are motivated by money. b. work is inherently unpleasant. c. employees want to feel useful and important. d. incentive pay systems are recommended. e. the nature of the work is not important.

c

What term refers to the process in which two or more parties make offers, counteroffers, and concessions in order to reach an agreement? a. Integration b. Distribution c. Negotiation d. Conflict e. None of these are correct

c

When managers strive to motivate employees to work together toward the organization's goals, they are performing which of the following managerial functions? a. Synergizing b. Controlling c. Leading d. Planning e. Organizing

c

Which conflict resolution behavior entails playing down the differences between the two sides? a. Documenting b. Perspective taking c. Smoothing d. Reaching out e. Focusing on interests

c

Which conflict resolution strategy embodies an "I win, you lose" mindset? a. Compromising b. Avoiding c. Competing d. Accommodating e. Collaborating

c

Which conflict resolution strategy entails pursuing one's interests without any regard for the other party's? a. Compromising b. Avoiding c. Competing d. Accommodating e. Collaborating

c

Which of the following is NOT a characteristic of negotiation? a. It can involve more than two parties. b. Parties involved typically have different preferences. c. It is fairly consistent across cultures. d. It is primarily about compromise. e. Parties involved can be groups or individuals.

c

Which of the following is NOT a type of value? a. Intrinsic b. Extrinsic c. Primary d. Terminal e. Instrumental

c

Which of the following refers to employees' perceptions of organizational events, policies, and practices as being fair or not fair? a. Employee engagement b. Social justice c. Organizational fairness d. Organizational commitment e. Person-organization fit

c

Which of the following refers to the perceived fairness regarding the amount of information given by decisionmakers? a. Managerial fairness b. Organizational fairness c. Interactional fairness d. Procedural fairness e. Distributive fairness

c

Which of the following statements about information technology is NOT true? a. It has resulted in leaner organizations. b. It provides more flexible operations. c. It has provided more down time for employees. d. It has increased collaboration among employees. e. It has improved management processes

c

__________ commitment is defined as positive emotional attachment to the organization and strong identification with its values and goals. a. Dysfunctional b. Continuance c. Affective d. Normative e. None of these are correct

c

__________ diversity occurs when there are differences in position or opinion among group members, especially regarding group goals or processes. a. Variety b. Disparity c. Separation d. Surface-level e. Complex

c

__________ diversity refers to differences in the concentration of valuable social assets or resources such as rank, pay, decision-making authority, and status. a. Variety b. Token c. Disparity d. Ethnocentrism e. Separation

c

__________ emotions can help to de-escalate conflict. a. Not expressing b. Angrily expressing c. Honestly expressing d. Excitedly expressing e. Loudly expressing

c

__________ is the process of screening out information that contradicts one's beliefs. a. Perceived reality b. Person-job fit c. Selective perception d. Complementary congruence

c

__________ is the set of forces that causes people to engage in a behavior, rather than an alternative behavior. a. Autonomy b. Task identity c. Motivation d. Activity e. Equilibrium

c

__________ workers are hired because of what they have learned through specialized training. a. Contingent b. Tiered c. Knowledge d. Offshore e. Outsourced

c

Which of the following is NOT an organizational source of resistance to change identified by Katz and Kahn?

centralization

Which of the following is a formal group?

command

The group members express their views more openly in the ____ stage of group development?

communication and decision making

Rachel follows Vroom's decision tree to a terminal node and then discusses an important issue with her subordinates individually, getting their opinions before making a decision. Which style did she use?

consult

A team ____________ is a written agreement among team members establishing ground rules about the team's processes, roles, and responsibilities.

contract

Which of the following is the final stage of group development?

control and organization

In the integrative framework for the implementation of task redesign, the step that follows diagnosis of the work system and context is

cost-benefit analysis of proposed changes

A homogeneous group tends to be LESS productive than a heterogeneous group in situations where

creativity is required

Simon, a quality assurance expert, is a top manager who works closely with top managers in software development, documentation, and technical support.

cross-functional team

A key component of equity theory is that employees compare their own input/output ratios with the input/outcome ratios of other employees. What is the term for this phenomenon? a. Psychological contract b. Equity theory c. Social contract d. Social comparison e. Social loafing

d

A person who feels equitably treated is motivated to a. look harder for signs of inequity. b. work harder. c. change the way things are. d. keep things the way they are. e. work less hard.

d

A typical characteristic of a knowledge worker's career path is a. the chance to take on substantial management responsibilities. b. more frequent training in management tasks. c. less specialized training. d. compensation equivalent to that available to management. e. freedom from specialized technical work.

d

All of the following are steps in an individual's formation of equity perceptions EXCEPT a. evaluating how they are being treated. b. forming perceptions of how a comparison other is being treated. c. comparing their own circumstances with those of a comparison other. d. confronting the comparison other with any inequity. e. making a choice to pursue equity-restoring options

d

An employee who just used an employee assistance program to deal with a personal legal issue might feel a moral obligation to stay with the employer, at least for a few years. This person would be classified by which of the following types of commitment? a. Dysfunctional b. Continuance c. Affective d. Normative e. None of these are correct

d

Extrinsic work values are defined as a. values related to your family. b. values related to the types of work you do. c. values that give you a lot of job responsibility. d. values related to the outcomes of the work. e. values that give you challenging opportunities at work

d

Job satisfaction tends to __________ over time. a. increase b. decrease c. fluctuate randomly d. stay constant e. None of these are correct

d

Motivated behavior begins with one or more a. motives. b. people. c. wants. d. needs. e. behaviors.

d

One's confidence in the ability to organize and execute the courses of action necessary to accomplish a specific task is called a. self-righteousness. b. self-sufficiency. c. self-esteem. d. self-efficacy. e. self-determination.

d

Psychological consequences of stress include all of the following EXCEPT a. depression. b. sleeping too much. c. not sleeping enough. d. headaches. e. family problems

d

Stress is defined as a. a physical stimulus that an individual responds to. b. a psychological stimulus that an individual responds to. c. an emotional stimulus that an individual responds to. d. a physical or psychological stimulus that an individual responds to. e. a cognitive stimulus that an individual responds to.

d

The __________ component of an attitude is derived from feelings that an individual has about another person or situation. a. cognition b. intention c. perception d. affect e. intellect

d

The collaborating strategy entails a _________ concern for one's own interests and a high concern for the interests of the other party. a. low b. variable c. fluctuating d. high e. moderate

d

The further a conflict escalates, the ___________ to reverse it. a. more opportunities there are b. more likely you will be able c. less challenging it will be d. more challenging it will be e. None of these are correct

d

The human relations approach to motivation includes all of the following assumptions EXCEPT a. employees want to feel useful. b. employees want to feel important. c. employees have strong social needs. d. employees are motivated only by money. e. employees seek some level of self-direction.

d

Which of the following demonstrates surface-level diversity? a. The Chicago Bulls basketball team is made up of players with a variety of personal values. b. The people who volunteer for the local animal shelter have a wide variety of expertise they use to help fundraise for the organization. c. The marketing team has five members, but only Gary has a specific job title that he can put on his resume. d. The manufacturing team at Revlon responsible for making and packaging makeup is comprised of people of a variety of ages, races, and nationalities. e. The Milwaukee Brewers baseball team has players with a variety of personality traits.

d

Which of the following describes the reverse mentoring technique? a. Pairing a senior employee with a junior employee so that each can learn about a different group in the workforce b. Pairing a senior employee with a junior employee so that both can learn skills from each other c. Pairing a senior employee with a junior employee to transfer the skills of the senior employee to the junior employee d. Pairing a senior employee with a junior employee to transfer the skills of the junior employee to the senior employee e. None of these are correct

d

Which of the following statements about knowledge workers is NOT true? a. A computer scientist is one example of a knowledge worker. b. Knowledge workers require highly specialized training. c. Compensation is tailored for knowledge workers. d. Knowledge workers do not specifically add value to the organization. e. A video game developer is an example of a knowledge worker.

d

Which of the following types of value reflects one's long-term life goals? a. Intrinsic b. Extrinsic c. Primary d. Terminal e. Instrumental

d

Which term refers to the degree to which people accept as normal an unequal distribution of power? a. Masculinity b. Span of control c. Strength differential d. Orientation to authority e. Privilege difference

d

Which type of conflict arises due to interpersonal issues? a. Values conflict b. Task conflict c. Process conflict d. Relationship conflict e. Information conflict

d

Which type of negotiation is a win-win in which the agreement involves no loss to either party? a. Mediation b. Conciliation c. Distributive negotiation d. Integrative negotiation e. Arbitration

d

__________ is defined as a heightened emotional and intellectual connection that an employee has for his or her job, organization, manager, or coworkers that, in turn, influences him or her to apply additional discretionary effort to his or her work a. Normative commitment b. Affective commitment c. Community engagement d. Employee engagement e. Job satisfaction

d

Shortly after implementation, team performance often ____ before returning to previous levels.

declines

Which leadership style of the Hersey and Blanchard model entails allowing followers to work independently with little or no overseeing?

delegating

In the integrative framework for the implementation of task redesign, the step that follows selection of task redesign is

diagnosis of the work system and context

All of the following are signs of burnout EXCEPT a. putting in long hours, but getting little accomplished. b. dreading going to work. c. mental exhaustion. d. physical exhaustion. e. strenuous exercise

e

An understanding of organizational behavior (OB) is likely to help organizations prevent all of the following EXCEPT a. unhappy employees. b. weak leadership. c. lack of direction. d. stagnating profits. e. loss of market share.

e

Diversity management involves which of the following? a. Creating fair company policies and practices b. Giving all employees equal access to mentors c. Providing diversity training programs d. Giving all employees equal access to performance feedback e. All of these are correct.

e

In the ________ stage of Glasl's model of conflict escalation, negative rumors are spread and stereotypes are formed as each side prepares for a fight and conducts a search for supporters. a. hardening b. loss of face c. action over words d. debate e. images/coalitions

e

In the ________ stage of Glasl's model of conflict escalation, the opponent is no longer viewed as a person and slight personal damage is considered acceptable. a. together into the abyss b. threat as a strategy c. fragmentation of the enemy d. burn the unbelievers e. limited attempts to overthrow

e

In which stage of the GAS do people potentially experience a "fight or flight" response in order to cope with stressors? a. Resistance b. Exhaustion c. Realization d. Emotion e. Alarm

e

Mark is interviewing someone who reminds him of himself when he was just starting out. Mark assumes the candidate also shares his values, work ethic, and abilities. This is an example of a. the contrast effect. b. the halo effect. c. first impression bias. d. stereotyping. e. projection.

e

Matching senior employees with diverse junior employees so that the employees can learn more about a different group in the workforce is a diversity management technique referred to as a. supervisory mentoring. b. cultural mentoring. c. diversity mentoring. d. generational mentoring. e. reciprocal mentoring.

e

Mismanaging diversity is likely to result in all of the following EXCEPT a. reduced innovation. b. reduced motivation. c. increased absenteeism. d. costly lawsuits. e. reduced turnover.

e

One of the primary differences between attitudes and personality is that a. attitudes only identify negative perceptions while personality attributes identify both positive and negative attributes. b. attitudes cannot be assessed while personality attributes are easy to determine. c. attitudes are less changeable than personality attributes. d. attitudes are less predictive of behavior than personality attributes. e. attitudes are more changeable than personality attributes.

e

Porter and Lawler's extension of the expectancy model argues that a. only extrinsic rewards are important. b. reward equity replaces valence. c. ability, traits, and role perceptions are removed from the original model. d. rewards are less important than originally thought. e. high levels of performance may lead to satisfaction.

e

Some employees in an organization want to be on profits while others want to focus on doing the maximum good for the maximum number of people. What type of conflict is occurring here? a. Information conflict b. Task conflict c. Process conflict d. Relationship conflict e. Values conflict

e

Stereotypes are typically based on all of the following characteristics EXCEPT a. race. b. religion. c. disability. d. nationality. e. ethics

e

Stereotypes can best be defined as a. favoring people similar to you. b. focusing on differences among people. c. grouping people into different categories. d. judgments about others that reinforce beliefs about superiority and inferiority. e. making generalizations about groups of people.

e

The Bureau of Labor Statistics projects a dramatic increase in workers between the ages of __________ in the United States during the next decade. a. sixteen and twenty b. twenty and thirty c. thirty and forty d. forty and fifty e. sixty-five and older

e

The ERG theory of relatedness needs parallel __________ needs in Maslow's hierarchy of needs. a. security and esteem b. self-actualization and belongingness c. self-actualization and esteem d. physiological and security e. belongingness and esteem

e

Which of the following contributes to diversity? a. Life experiences b. Educational background c. Geographic location d. Age e. All of these are correct

e

Which of the following is a way to resolve cognitive dissonance? a. Change your behavior b. Change your attitude c. Reason about the situation d. Search for additional information e. All of these are correct

e

Which of the following is an effective conflict resolution behavior? a. Winning at all costs b. Displaying anger c. Avoiding the conflict d. Demeaning the other party e. None of these are correct

e

Which of the following statements most clearly embodies continuance commitment? a. "I work here because it would be wrong of me to quit." b. "I work here because I'm afraid to quit." c. "I work here because I want to." d. "I work here because I have to work somewhere." e. "I work here because I earn a high salary

e

Which of the following types of value reflects how we want to accomplish a task? a. Intrinsic b. Extrinsic c. Primary d. Terminal e. Instrumental

e

Which term refers to the ability to interact effectively with people of different cultures? a. Tolerance b. Racial knowledge c. Egalitarianism d. Ethnocentrism e. Cultural competence

e

__________ workers do not perform close to their potential capability, lacking the emotional and motivational connections to their employer that drive discretionary effort. a. Introverted b. Efficient c. Inefficient d. Engaged e. Disengaged

e

__________ leadership refers to the demonstration of morally upright conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers.

ethical

The final step in the integrative framework for the implementation of task redesign is

evaluation of the task redesign effort

Characteristics of the organization that may substitute for leadership include all of the following EXCEPT

experienced workforce

Sam has good working relationships with his boss and coworkers and is concerned that the upcoming organization change might disrupt these relationships. Sam is most likely to resist the change because of

fear of the unknown

Which source of individual resistance to change occurs when people dislike anything unfamiliar?

fear of the unknown

Which of the following reflects differences in leadership style between men and women?

female leaders are more democratic in making decisions

Charismatic leadership may create which of the following ethical concerns?

followers engage in inappropriate behavior because of blind faith

Employees often engage in grapevine conversations that can spread misinformation about a change in the organization in the absence of

formal communication from the organization

In the integrative framework for the implementation of task redesign, the step that follows making a go/no-go decision is

formation of the strategy for redesign

____ are informal and relatively permanent.

friendship groups

Most quality-of-work-life efforts have the goal of

humanizing the workplace

How much does corporate America invest in management development?

hundreds of millions of dollars

In the integrative framework for the implementation of task redesign, the step that follows implementation of the task changes is

implementation of any supplemental changes

In the integrative framework for the implementation of task redesign, the step that follows formulation of the redesign strategy is

implementation of task changes

According to the LMX model, the leader's _________ is a small group of trusted subordinates given more autonomy and responsibility than others.

in-group

A(n) _______ is a person who engages in leadership activities but whose right to do so has not been formally recognized.

informal leader

Dina is a math teacher. Although she is technically "just another teacher," the respect that she commands from the other teachers usually means that projects won't go through without her approval.

informal leader

Which of the following does NOT describe a behavior of charismatic leaders?

initiating structured tasks and making assignments

The audience at an Oprah Winfrey talk show is an example of a(n) ____ group.

interest

Ivan puts together a group of people to play a new Dungeons and Dragons campaign. Once the campaign is finished, the group will disband.

interest group

____ are informal and organized around a particular activity.

interest groups

All of the following are true of large groups except

large do not set many rules or regulations.

In the continuous change process model, the final step is

measurement, evaluation, and control

When a charismatic leader steps down, which of the following challenges will his or her successor likely face?

measuring up to the legacy of the prior leader

The specific intention of organization development must be to improve organization effectiveness. This point excludes changes that

merely imitate what others have done

Which generation of employees is characterized by a distinct and separate life stage in between adolescence and adulthood in which young people jump from job to job and relationship to relationship?

millennials

Which generation of employees is characterized by living at home with few responsibilities, experimenting with life, and putting off marriage, childbearing, home purchases, and other adult responsibilities?

millennials

Research suggests that male leaders are, on average, ____________ than female leaders

more autocratic

Which of the following is more closely associated with leadership than with management?

motivating

Which of the following is NOT a strategy for dealing with the challenges of multicultural teams?

one-on-one conferencing

Michelle is a manager whose subordinates have moderate-to-high readiness. According to the Hersey and Blanchard model of leadership, Michelle should use which of the following styles?

participating

The difference between direct contact and a liaison role is that direct contact is _________ whereas a liaison role is formal. a. informal b. permanent c. temporary d. ineffective e. effective

permanent

When choosing team members, which of the following abilities would you NOT specifically look for?

persuasiveness

A key difference between the Ohio State studies and the University of Michigan studies on leadership is that the Michigan study

placed the defined dimensions of leadership behavior on opposite ends of a single continuum

A gynecology clinic wants to replace its paper-based record-keeping system with an electronic one. The head of the clinic puts together a team of IT professionals to choose which software system to buy and then implement it.

problem-solving team

William is a member of a small group of employees from different work areas. They meet once each week to discuss and recommend solutions to workplace problems. This group is most likely a(n)

problem-solving team

The degree to which members of a work organization are able to satisfy important personal needs through their experiences in the organization is called

quality of work life

In Lewin's process model of change, the step that follows the change itself is

refreezing

Sarah knows that because her team has a lot of high achievers, she doesn't have to volunteer for any of the extra tasks her team is assigned -- somebody else will get them done.

social loafing

Organization development involves attempts to plan organization changes, which excludes _________ initiatives

spontaneous

In the ____ phase of team implementation, enthusiasm runs high and the anticipation of employees is quite positive.

start-up

A leader who achieves a superior alignment between the organization and the environment is known as a

strategic leader

Which type of leadership entails the ability to understand the complexities of both the organization and its environment so as to maintain a superior alignment between them?

strategic leadership

Which of the following elements has Fiedler added to the Least Preferred Coworker (LPC) theory to describe situational favorableness?

stress

The leader-member exchange model (LMX)

stresses the importance of variable relationships between leaders and their subordinates

Which of the following is a system-wide organization development involving a major restructuring of the organization or institution of new programs?

structural change

In Lewin's process model of change, the step that follows unfreezing is

the change itself

Group norms result from a combination of all of the following, except

the size of the group.

Susan is the senior manager at her company. Susan made the choice to go to teams because she went to a seminar on teams, but she'll be on a two-year foreign assignment when teams are actually implemented. Which of the following is likely to occur?

the teams are likely to fail

Which of the following does NOT describe a characteristic of effective management development?

the value of management development is a proven fact

Technological change focuses on

the way inputs are transformed into outputs

According to the leader-member exchange model (LMX), all of the following describe out-group members EXCEPT

they have fewer friends at work

According to the leader-member exchange model (LMX), all of the following describe in-group members EXCEPT

they have more friends at work

Katz and Kahn identified which of the following as an organizational source of resistance to change?

threatened expertise

Which of the following organizational sources of resistance occurs when decision-making authority is redistributed?

threatened power

During the ____ phase of team implementation, a team's internal focus can become detrimental to other teams and to the organization as a whole.

tightly formed teams

The move towards a team-based format is often initiated and communicated to the entire organization by​

top management

Annabelle takes over as CEO of an organization that's already doing extremely well, so she elects not to undertake any drastic changes and mainly stay the course—for the time being, at least. Annabelle is engaging in __________ leadership.

transactional

What type of leadership is focused on routine, regimented activities?

transactional leadership

A concern when developing training programs is how to

transfer employee training to the workforce

The process of systematically planning, organizing, and implementing change, from the disassembly of the current state to the realization of a fully functional future state within an organization, is called

transition management

In Lewin's process model of change, the process by which people become aware of the need for change is called

unfreezing

Helga is part of a semi-autonomous team ​that develops new technologies for her company.

venture team

In writing this book, much of the communication was done over the Internet and several team members have never actually met in person.

virtual team

Organizations experience population-related pressures as a result of employees in the baby boom generation, which includes those born between

1945 and 1960

Organizations experience population-related pressures as a result of employees in generation X, which includes people who were born between

1960 and 1980

How many leadership styles does the Hersey and Blanchard model describe?

4

The baby boom generation, which refers to people born in the United States between 1945 and 1960, totals approximately

76 million

A _________ reinforcement schedule is one in which the desired behavior is reinforced after an unpredictable amount of time has elapsed. a. variable-interval b. variable-ratio c. fixed-interval d. fixed-ratio e. continuous

A

A company that wants to promote a culture of openness and teamwork should ensure that its intranet has a a. broad scope. b. narrow scope. c. lot of censorship. d. limited update schedule. e. cluttered interface.

A

According to path-goal theory, a _________ leader consults with subordinates about issues and takes their suggestions into account before making a decision. a. participative b. achievement-oriented c. supportive d. directive e. cooperative

A

According to path-goal theory, employees with an internal locus of control should prefer a _________ leader. a. participative b. achievement-oriented c. supportive d. directive e. cooperative

A

According to the LMX model, the _________ of a leader is a small group of trusted subordinates who are given more autonomy and responsibility than others. a. in-group b. out-group c. vertical dyad d. task force e. elite group

A

According to the Leadership Grid, a manager who is not concerned about production but exhibits high concern for people would be a ____ manager on the grid. a. 1,9 b. 9,9 c. 9,1 d. 1,1 e. 5,5

A

According to the human resource approach, offering employees _____________ is the best way to enhance motivation in the workplace. a. self-direction b. the illusion of self-direction c. opportunities for advancement d. increased compensation e. longer vacations

A

According to the path-goal theory, leaders can affect subordinates' performance by a. clarifying what behaviors will lead to desired rewards. b. identifying important traits of the leader and his or her subordinate. c. establishing fixed responses to environmental situations. d. allowing subordinates to set their own goals. e. evaluating performance and communicating this to the employee.

A

Advances in information processing and communication have paralleled each other. (A) True (B) False

A

All of the following are true regarding social loafing except a. it is often a problem in very small groups. b. how much of a problem social loafing depends in part on the nature of the task. c. it often results from the assumption that other members will pick up the slack. d. some members put forth less effort in a group. e. the amount of social loafing depends in part on the group leader's awareness of it.

A

All of the following statements are true about socialization EXCEPT a. it is usually something that can be accomplished in a day-long new employee orientation program. b. it occurs in organizations in much the same way as it occurs in society. c. it is the process through which individuals learn acceptable behavior. d. socialization programs do not necessarily change employees' values. e. employees who are socialized into an organization usually accept the actual cultural values rather than the formal values of the organization.

A

Because of perceptual limitations such as lack of attention or selective attention, a person may not recognize a change in a rule or procedure and thus may not alter his or her behavior. (A) True (B) False

A

Each of the following is a reason to secure top management support for a change except (A) to reduce fear of obsolescence. (B) to head off problems of power. (C) to avoid problems of control. (D) to keep key managers informed. (E) to get the dominant coalition on the side of change.

A

Employees who contribute to the change in any way need to be rewarded. (A) True (B) False

A

Evading open discussion of the conflict issue is most common within _____________ conflict cultures. a. avoidant b. dominating c. collaborative d. passive-aggressive e. none of these

A

Groups that are satisfied with current resource allocation methods may resist any change they believe will threaten future allocations. (A) True (B) False

A

How does a supervisor initiate in-group or out-group relationships with subordinates? a. The decision may be based on personal compatibility and subordinate competence. b. Assignment into a group is based on the results of the supervisor's least-preferred coworker scale. c. Subordinates are allowed to move freely between the in-group and out-group. d. Newer employees comprise the in-group until they learn their jobs, at which point they transfer to the out-group. e. The relationships develop in a random, unpredictable fashion.

A

In Lewin's Process Model of change, the process by which new behaviors are made relatively permanent and resistant to further change is called (A) refreezing. (B) unfreezing. (C) congealing. (D) annealing. (E) dissolving.

A

In the absence of information regarding a change, employees may fill the gap with (A) inappropriate or false information. (B) sensitive participation. (C) a contribution. (D) a holistic view. (E) a synopsis.

A

In the continuous change process model, the final step is (A) measurement, evaluation, and control. (B) OB modeling. (C) a system audit and modification. (D) the change agent. (E) transition management.

A

John has satisfied his basic needs and has many friends. He is now trying to learn new skills and advance his career. According to Alderfer, John's activities are explained by which component of ERG theory? a. Satisfaction-progression b. Frustration-regression c. Importance-satisfaction d. Satisfaction-regression e. Frustration-progression

A

Management development programs rely heavily on participative methods such as case studies and role playing to instruct employees. (A) True (B) False

A

Managers should take a holistic view of the organization and the change project in order to successfully manage change and development. (A) True (B) False

A

Manny is a manager whose subordinates have low readiness. According to the Hersey and Blanchard model of leadership, Manny should use which of the following styles? a. Telling b. Selling c. Participating d. Delegating e. Situational

A

Most quality-of-work-life efforts espouse a goal of (A) humanizing the workplace. (B) reduced interpersonal conflict. (C) strengthened competitive advantage. (D) increasing the quality of the work performed. (E) decreasing expenses and waste on the job.

A

Open communication is an important factor in managing resistance to change and overcoming information and control problems during transitions. (A) True (B) False

A

Organization development involves attempts to plan organization changes, which excludes _________ initiatives. (A) spontaneous (B) premeditated (C) strategic (D) ineffective (E) none of these

A

Organizational culture helps people in an organization understand a. which actions are considered acceptable and which are considered unacceptable. b. why their firm is outperforming the competition. c. how to improve their relations with customers. d. when to best socialize new employees. e. which types of problems are likely to arise in their company.

A

The central premise of the leadership substitutes perspective is that a. leader behaviors may be irrelevant in some situations. b. anyone can be a leader with proper training. c. effective leaders replace the need for rigid rules and policies. d. non-leaders can fill in for leaders, but only temporarily. e. performing the leadership role requires replacing management activities with leadership activities.

A

The concept of ____ is essential to the definition of groups presented in your text. a. interaction b. coordination c. cohesion d. member personality e. proximity

A

The cost of teams includes which of the following factors? a. the difficulty of changing to a team-based organization. b. an increase in innovation and creativity. c. adverse impact on the bottom line. d. increased social loafing. e. decreased groupthink.

A

The eighth step in the integrative framework for the implementation of task redesign is (A) implementation of any supplemental changes. (B) formulation of the strategy for redesign. (C) evaluation of the task redesign effort. (D) implementation of the task changes. (E) selection of a change agent.

A

The four areas in which the pressures for change are the most powerful involve people, technology, information processing and communication, and competition. (A) True (B) False

A

The third step in the integrative framework for the implementation of task redesign is (A) diagnosis of the work system and context. (B) recognition of a need for a change. (C) go/no-go decision. (D) cost-benefit analysis of proposed changes. (E) selection of task redesign as a potential intervention.

A

Unlike the Ohio State studies, the University of Michigan studies on leadership a. placed the defined dimensions of leadership behavior on opposite ends of a single continuum. b. identified only two categories of leadership behavior. c. placed the defined dimensions of leadership behavior in a grid. d. placed all defined dimensions of leadership behavior on the same side of a single continuum. e. saw the various defined dimensions as independent of one another.

A

When choosing team members, which of the following abilities would you NOT specifically look for? a. persuasiveness b. conflict resolution c. collaborative problem-solving d. self-management e. communication

A

When managers consider the impact of a change on the culture, the dominant coalition, and the people, tasks, and structure of the organization, they are more likely to be successful because they have (A) taken a holistic view. (B) secured top management support. (C) considered international issues. (D) started small. (E) encouraged participation.

A

Which dimension of self-efficacy refers to beliefs about how confident the person is that the task can be accomplished? a. strength b. magnitude c. power d. generality e. corporality

A

Which of the following is NOT a way to restore feelings of equity? a. try to convince the comparison-other to reduce her inputs b. reduce our own inputs c. increase our own outcomes d. choose a different comparison-other who gives a better ratio e. leave the situation

A

Which of the following is NOT true of the use of data collected through the survey feedback process? (A) Results should only be reviewed by top management. (B) Results are returned to all levels of the organization. (C) Results are used for solving problems. (D) Results are used to identify problems. (E) Results are aggregated by group or department.

A

Which of the following is a true statement regarding the stages of group development? a. A group that fully evolves through the four stages of development usually is productive. b. As a group progresses through the stages of development it grows in size. c. The sequence of group development stages is set by the organization. d. Groups rarely go through more than one stage of development. e. Groups make choices about which stage of development to complete first.

A

Which of the following is not an example of an organizational enhancement arising from team environments? a. Taller organizational hierarchy b. Quicker reaction c. Increased innovation d. Higher creativity e. Improved flexibility

A

Which of the following is one of the organizational sources of resistance to change found by Katz and Kahn? (A) Threatened expertise (B) Rapidity of change (C) Decentralization (D) Formalization (E) Specificity of change

A

Which organizational source of resistance to change occurs when groups who have access to valuable assets are concerned that they won't after the change? (A) changes in resource allocation (B) narrow focus of change (C) overdetermination (D) threatened expertise (E) group inertia

A

Which source of individual resistance to change occurs when people fear that change will make their jobs obsolete or reduce their opportunities for future pay increases? (A) economic factors (B) habit (C) fear of the unknown (D) lack of awareness (E) social factors

A

William is a member of a small group of employees from different work areas. They meet once each week to discuss and recommend solutions to workplace problems. This group is most likely a(n) a. problem-solving team b. interdisciplinary team c. work team d. management team e. quality circle

A

With respect to management development, which of the following is NOT true? (A) The value of management development is a proven fact. (B) Management development objectives must be compatible with organizational objectives. (C) Management development is a long-range process. (D) Organizations must use care in identifying their unique developmental needs. (E) Management development is multifaceted and complex.

A

_________ conflict management norms resolve conflict openly. a. Active b. Passive c. Agreeable d. Disagreeable e. Strategic

A

_________ values and norms are the values and norms that employees exhibit based on their observations of what actually goes on in the organization. a. Enacted b. Espoused c. Artifact d. Assumed e. Formal

A

Which of the following fits the profile of an entrepreneur? a. A need for stability b. Low risk tolerance c. An appreciation for the status quo d. Caution e. A desire to assume responsibility

A desire to assume responsibility

Gary was a relatively new and inexperienced leader assigned to an experienced work group with long-standing performance norms and strong group cohesiveness. The norms and cohesiveness of the group were so strong that nothing Gary did to change things had much effect. This situation is known as a. an in-group/out-group dichotomy. b. a poor leader-member exchange. c. a strategic quandary. d. a leadership substitute. e. a leadership neutralizer.

A leadership neutralizer

Changing an organization's culture is __________ process. a. an impossible b. a quick and easy c. a quick but difficult d. a long but easy e. a long and difficult

A long a difficult process

An organization's culture takes __________ to evolve. a. little time b. a moderate amount of time c. just a few simple steps d. a long time e. None of these are correct.

A long time

External/Internal

A/an ________ locus of control is related to passivity and learned helplessness and a/an _______ locus of control has been positively related to confidence in one's ability to successfully perform tasks.

The ________ of power is using any type of power to demean, exploit, or take advantage of someone or influencing someone to do something he or she later regrets.

Abuse

Which term refers to acting in a way that influences someone to do something against their better judgment that they later regret? a. Abuse of power b. Coercion c. Empowerment d. Power e. Leadership

Abuse of power

top managers seldom receive immediate feedback, which high-need achievers seek.

According to the acquired needs framework, high-need achievers are not effective top managers because

__________ conflict management norms resolve conflict openly. a. Active b. Passive c. Agreeable d. Disagreeable e. Strategic

Active

cognitive

After working in a fast-food restaurant for three years to pay for college tuition, Amanda vowed to never work in a restaurant again. But after graduation the only job offer she received was as a manager at a local restaurant. If Amanda accepts the job, it may result in __________ dissonance.

Each of the following is a popular type of people-oriented change technique EXCEPT

All of these are

Which of the following is an example of abuse of power? a. Disrespecting individual dignity b. Interfering with job performance c. Withholding deserved rewards d. Discouraging employees from helping others e. All of these are correct.

All of these are correct

Substitutes for leadership can come from which of the following? a. Subordinates b. The organization c. The task d. All of these are correct. e. None of these are correct.

All of these are correct a. Subordinates b. The organization c. The task

Dominating conflict cultures have which of the following conflict management norms? a. Active conflict norms b. Open confrontations c. Heated arguments d. Disagreeable conflict norms e. All of these are correct.

All of these are correct! a. Active conflict norms b. Open confrontations c. Heated arguments d. Disagreeable conflict norms

Which of the following describes how subunits obtain power? a. Centrality and critical impact b. Strategic power c. Control of resources d. Resource scarcity e. All of these are correct.

All of these are correct! a. Centrality and critical impact b. Strategic power c. Control of resources d. Resource scarcity

Which of the following are obstacles to changing organizational culture? a. Changing cultures requires changing people's deeply held beliefs. b. Generally, culture is difficult to change. c. Value systems are self-reinforcing. d. Managers may sometimes inadvertently revert to old patterns of behavior. e. All of these are correct.

All of these are correct! a. Changing cultures requires changing people's deeply held beliefs. b. Generally, culture is difficult to change. c. Value systems are self-reinforcing. d. Managers may sometimes inadvertently revert to old patterns of behavior.

Managers may enhance their referent power by a. choosing subordinates who have backgrounds similar to their own. b. defending subordinates' interests. c. engaging in role modeling. d. treating subordinates fairly. e. All of these are correct.

All of these are correct! a. Choosing subordinates who have backgrounds similar to their own. b. Defending subordinates' interests. c. Engaging in role modeling. d. Treating subordinates fairly

Which of the following increases the incidence of political behaviors? a. Complexity b. Ambiguous roles and goals c. Centralization d. Scarce resources e. All of these are correct.

All of these are correct! a. Complexity b. Ambiguous roles and goals c. Centralization d. Scarce resources

Which of the following behaviors can lead to abuse of power? a. Demeaning an employee b. Exploiting an employee c. Taking advantage of an employee d. Influencing others to do things they later regret e. All of these are correct.

All of these are correct! a. Demeaning an employee b. Exploiting an employee c. Taking advantage of an employee d. Influencing others to do things they later regret

Which of the following are mechanisms of organizational socialization? a. Training programs b. Observation of others c. Corporate statements d. Corporate stories e. All of these are correct.

All of these are correct! a. Training programs b. Observation of others c. Corporate statements d. Corporate stories

Intranets that are rarely updated can reflect a culture that a. does not value employee contributions. b. has poor internal communication. c. has poor attention to detail. d. All of these are correct. e. None of these are correct.

All of these are correct! a. does not value employee contributions. b. has poor internal communication. c. has poor attention to detail.

All of the following are mechanisms that can affect the socialization of workers EXCEPT a. reading corporate statements about organization culture. b. observing experienced employees. c. reading corporate pamphlets. d. attending formal training. e. All of these are correct.

All of these are correct! a. reading corporate statements about organization culture. b. observing experienced employees. c. reading corporate pamphlets. d. attending formal training.

Each of the following is true of organization development EXCEPT

All of these are parts of organization development

Which of the following is a potential disadvantage of division of labor? a. Slower response to environmental changes b. Organizational flexibility c. Decreased potential for conflict, both constructive and destructive d. Greater isolation of employees e. All of these are potential disadvantages of division of labor.

All of these are potential disadvantages of division of labor! a. Slower response to environmental changes b. Organizational flexibility c. Decreased potential for conflict, both constructive and destructive d. Greater isolation of employees

Organizational structure can be analyzed by examining all of the following EXCEPT a. division of labor. b. span of control. c. hierarchy. d. centralization. e. All of these can be examined.

All of these can be examined! a. division of labor. b. span of control. c. hierarchy. d. centralization.

In the wake of recent corporate scandals, the behaviors of top leaders a. have lost much of their impact. b. are now matters of public record. c. are being scrutinized more closely than ever. d. have become synonymous with greed. e. have become almost forgotten history.

Are being scrutinized more closely than ever

An _________ is a physical manifestation of an organization's culture. a. enacted value b. espoused value c. artifact d. assumption e. experiential practice

Artifact

__________ are the values, often taken for granted, that define the core of an organization's culture.

Assumptions

__________ are those organizational values that have become so taken for granted over time that they become the core of the company's culture. a. Enacted values b. Espoused values c. Artifacts d. Assumptions e. Formal practices

Assumptions

Delegation is the transfer of ____ to make decisions and use organizational resources. a. responsibility b. authority c. leadership d. operational control e. None of these are correct.

Authority

According to Project GLOBE, which type of leadership refers to being independent, individualist, and unique? a. Participative b. Self-protective c. Humane-oriented d. Team-oriented e. Autonomous

Autonomous

Evading open discussion of the conflict issue is most common within __________ conflict cultures. a. avoidant b. dominating c. collaborative d. passive-aggressive e. None of these are correct.

Avoidant

A conflict culture is a a. culture that is characterized by a lot of disagreement. b. set of shared norms for managing conflict. c. culture that attempts to avoid conflict as much as possible. d. set of shared norms for avoiding conflict. e. culture that is internally inconsistent.

B

A team is characterized by all of the following except a. complementary skills. b. profit motive. c. mutual accountability. d. small number of people. e. commitment to a common purpose.

B

According to Maslow, if a previously satisfied lower-level need becomes deficient, a. the individual returns to the level just below the deficient level. b. the individual returns to the lowest level that is now deficient. c. the individual becomes demotivated. d. the individual advances a level. e. the individual begins again at the bottom of the hierarchy.

B

According to Project GLOBE, which type of leadership includes behaviors intending to ensure the safety and security of the leader and the group? a. participative b. self-protective c. humane-oriented d. team-oriented e. autonomous

B

According to the human relations approach, offering employees _____________ is the best way to enhance motivation in the workplace. a. self-direction b. the illusion of self-direction c. opportunities for advancement d. increased compensation e. longer vacations

B

As the rate of technological change increases, it becomes important to respond more slowly to change in order to make the proper decisions. (A) True (B) False

B

Athena's company specializes in the design of tennis ball canisters, making them sturdier, cheaper, and easier to open. This is an example of which type of innovation? a. radical b. incremental c. systems d. entrepreneurial e. strategic

B

Despite their efforts to do so, baby boomers have failed to affect U.S. employment practices. (A) True (B) False

B

Fiedler contends that when a leader's style and the situation are mismatched, the only available course of action is to change the situation through a. transferring the subordinates. b. job engineering. c. transferring the leader. d. a "laissez-faire" approach. e. hiring a consultant.

B

In LPC theory, what factor is presumed to have the biggest effect on the favorableness of a situation? a. Task structure b. Leader-member relations c. Leader position power d. Leader personality e. Organizational structure

B

In Lewin's Process Model of change, the process by which people become aware of the need for change is called (A) refreezing. (B) unfreezing. (C) congealing. (D) annealing. (E) dissolving.

B

In a ______________ culture, employee values and behaviors are consistent with the organization's values, and the culture is resistant to change. a. strong negative b. strong positive c. weak negative d. weak positive e. moderate neutral

B

Norms are a. a tendency toward a particular set of behaviors. b. a standard against which the appropriateness of a behavior is judged. c. the sum of the activities of individuals. d. two or more people interacting with and influencing each other. e. a set of expected behaviors associated with position.

B

On the job, which of the following is generally NOT true of Millennials? (A) they prefer positive reinforcement (B) they prefer not to work in teams (C) they like clear job assignments (D) they want flexibility in how to do their jobs (E) they want to be treated as individuals

B

One conclusion of the Ohio State studies was that a leader who focuses on subordinates' feelings and ideas is exhibiting a. task-oriented leader behavior. b. consideration behavior. c. initiating-structure behavior. d. employee-centered leader behavior. e. job-centered leader behavior.

B

Sara tries to always be on time for work because she once saw her boss give someone an award for good attendance. Sara is exhibiting learning through a. avoidance. b. positive reinforcement. c. punishment. d. extinction. e. a stimulus-response mechanism.

B

Studies have generally found that compared to out-group members, in-group members a. complain more because they have access to the leader. b. tend to have higher levels of performance and satisfaction. c. are responsible for nearly all new product developments. d. make more ethical decisions. e. are absent more often, but get more work done when they attend.

B

Susan did not vote for a candidate because she thought none of them would be a job-centered leader. Based on this information, to what view of leadership does Susan most relate? a. The LPC theory b. The behavioral approach c. Vroom's decision tree d. The trait approach e. The focus approach

B

Svetlana is self-centered and status-conscious, and she won't hesitate to induce conflict in order to save face. According to Project GLOBE, which style of leadership does Svetlana exhibit? a. participative b. self-protective c. humane-oriented d. team-oriented e. autonomous

B

The LPC theory of leadership was developed by a. Charles Greene. b. Fred Fiedler. c. Arthur Jago. d. George Graen. e. Victor Vroom.

B

The basic premise of the early trait approach to leadership was that a. leadership traits depended on the situation. b. unique leadership traits could be identified, and used to select leaders. c. traits could be used to predict appropriate management styles. d. traits were far less important than activities. e. traits were relatively volatile characteristics of individuals.

B

The definition of leadership includes all of the following EXCEPT a. the ability to affect the perceptions, believes and attitudes of others. b. the effective use of force and/or coercion. c. a set of characteristics attributed to certain people. d. both a process and a property. e. the use of noncoercive influence.

B

The expected benefits from quality-of-work-life programs include all of the following EXCEPT (A) positive attitudes. (B) increased centralization of leadership. (C) increased effectiveness of the organization. (D) increased goal accomplishment. (E) increased productivity.

B

The first step in Lewin's Process Model of change is (A) refreezing. (B) unfreezing. (C) change itself. (D) planning. (E) observing.

B

The first step in the integrative framework for the implementation of task redesign is (A) diagnosis of the work system and context. (B) recognition of a need for a change. (C) go/no-go decision. (D) cost-benefit analysis of proposed changes. (E) selection of task redesign as a potential intervention.

B

The in-group / out-group dichotomy is central to which model of leadership? a. Hersey and Blanchard b. leader-member exchange c. Vroom's decision tree d. least-preferred coworker e. attribution theory

B

The process of systematically planning, organizing, and implementing change, from the disassembly of the current state to the realization of a fully functional future state within an organization, is called (A) unfreezing. (B) transition management. (C) refreezing. (D) change agency. (E) organizational design.

B

The sixth step in the integrative framework for the implementation of task redesign is (A) implementation of any supplemental changes. (B) formulation of the strategy for redesign. (C) evaluation of the task redesign effort. (D) implementation of the task changes. (E) selection of a change agent.

B

The specific intention of organization development must be to improve organization effectiveness. This point excludes changes that (A) merely seek to reduce costs. (B) merely imitate what others have done. (C) sound good in theory but don't work in practice. (D) do not bring about increased dividends for shareholders. (E) none of these

B

The survey feedback process includes five distinct stages that begin with problem identification. (A) True (B) False

B

The textbook makes several distinctions between management and leadership. These distinctions include all of the following EXCEPT a. leadership is more involved in motivating and inspiring individuals. b. management is more important in regards to creating and directing change. c. leadership is more concerned with establishing direction. d. management is more concerned with planning and budgeting. e. management more often focuses on controlling and problem solving.

B

What is the ideal manager according to the Leadership Grid? a. 1,1 b. 9,9 c. 5,5 d. 9,1 e. there is no single "ideal" manager according to the Leadership Grid; the ideal depends upon the nature of the situation

B

What is the most important mechanism of organizational socialization? a. formal training b. observing the behavior of others c. corporate pamphlets d. corporate statements e. none of these

B

Which dimension of self-efficacy refers to beliefs about how difficult a task can be accomplished? a. strength b. magnitude c. power d. generality e. corporality

B

Which generation is characterized by a distinct and separate life stage in between adolescence and adulthood in which young people jump from job to job and relationship to relationship? (A) Generation X (B) Millennials (C) Generation Y (D) Generation Z (E) Baby Boomers

B

Which generation is characterized by living at home with few responsibilities, experimenting with life, and putting off marriage, childbearing, home purchases, and other adult responsibilities? (A) Generation X (B) Millennials (C) Generation Y (D) Generation Z (E) Baby Boomers

B

Which leadership style of the Hersey and Blanchard model entails offering direction and role definition accompanied by explanation and information? a. Telling b. Selling c. Participating d. Delegating e. Situational

B

Which of the following is NOT considered an example of organization development? (A) Job enlargement to reduce absenteeism and improve morale (B) Automating an assembly line to increase production (C) Autonomous work teams to improve cohesiveness (D) Job enrichment to satisfy esteem needs (E) Sensitivity training to improve communications

B

Which of the following is more closely associated with management than with leadership? a. building culture b. acquiring resources c. motivating d. coaching e. presenting a vision

B

Which source of individual resistance to change is grounded in the fact that it is easier to do a job the same way every day, and learning an entirely new set of steps makes the job more difficult? (A) economic factors (B) habit (C) fear of the unknown (D) lack of awareness (E) social factors

B

With respect to managing change, management should consider resistance to change as (A) something to be overcome as quickly as possible. (B) a signal to carefully examine the advantages and disadvantages of a change. (C) something to be avoided. (D) an opportunity to reinforce their authority. (E) a commonplace, everyday event and not worry about it.

B

____ are informal and organized around a particular activity. a. Friendship groups b. Interest groups c. Command groups d. All groups e. Task groups

B

____ are usually temporary and are established to solve a particular problem. a. Friendship groups b. Task groups c. Affinity groups d. Interest groups e. Command groups

B

____ is the ability to affect the perceptions, beliefs, attitudes, motivation, and/or behaviors of others. a. Force b. Influence c. Coercion d. Authority e. Power

B

_________ conflict management norms tend to avoid addressing conflict. a. Active b. Passive c. Agreeable d. Disagreeable e. Strategic

B

_________ is the process through which employees learn about their organization's culture. a. Socialization b. Organizational socialization c. Innovation d. Entrepreneurship e. Intrapreneurship

B

Leaders should adjust their use of power a. under no circumstances b. based on the people the leaders are trying to influence c. if employees are motivated by monetary rewards. d. based on the industry they work in. e. All of these are correct.

Based on the people the leaders are trying to influence

Which of the following is NOT a source of empowerment for employees? a. Coaching b. Control over their work c. Skills training d. Being told that they are empowered e. Technology

Being told that they are empowered

Which political tactic entails befriending powerful people or starting small subgroups to promote specific aims? a. Eliminating political rivals b. Building coalitions c. Leveraging technology d. Image building e. Controlling lines of communication

Building coalitions

Which of the following is NOT likely to increase when an organization creates smaller units within a larger organization? a. Flexibility b. Adaptability c. Decision-making speed d. Bureaucracy e. All of these are correct.

Bureaucracy

Organizations with a _________ are characterized by formal division of labor, hierarchy, and standardization of work procedures. a. matrix structure b. functional structure c. bureaucratic structure d. prebureaucratic structure e. lattice structure

Bureaucratic structure

Which type of organizational structure places a greater importance on employees higher in the structure, as reflected by centralized decision making and a strict chain of command? a. Matrix structure b. Functional structure c. Bureaucratic structure d. Prebureaucratic structure e. Lattice structure

Bureaucratic structure

Jobs grouped according to traditional business tasks such as marketing and human resources are grouped by a. work process. b. employee knowledge and skills. c. business function. d. client. e. location.

Business function

. Early studies of leadership focused on the traits, or personal characteristics, of leaders. Later research shifted to examine actual ____. a. member behavior. b. focus behavior. c. leader behavior. d. charismatic behavior. e. follower behavior.

C

A major difference between the behavioral approach and the LPC theory of leadership is that a. the behavioral approach allows for the complex nature of a leader's personality. b. the behavioral approach views the task-oriented and relationship-oriented traits of a given individual as constant. c. the LPC theory contends a leader's effectiveness depends on the situation. d. the LPC theory views the task-oriented and relationship-oriented traits of a given individual as variable. e. the behavioral approach presumes that a task-oriented leader will usually outperform a relationship-oriented leader.

C

A(n) _________ is a physical manifestation of an organization's culture. a. enacted value b. espoused value c. artifact d. assumption e. formal practice

C

According to Herzberg, once a state of no dissatisfaction has been reached, a. the manager should strive to create a feeling of equity. b. the employee will naturally be satisfied. c. further attempts to enhance motivation via the hygiene factors will be a waste of time. d. the employee will be motivated to achieve. e. increased attention to motivation factors is pointless.

C

Based on Maslow's hierarchy, ____ needs are the most basic requirements that people possess. a. growth b. security c. physiological d. self-actualization e. esteem

C

Culture resists change for all of the following reasons EXCEPT a. it is typically communicated through stories and symbols. b. it embodies the basic values in the firm. c. it changes so frequently that employees begin to resist further change. d. it is often taken for granted. e. it involves changing basic assumptions.

C

Cutting the work hours of low performing employees is an example of __________. a. positive reinforcement b. negative reinforcement c. punishment d. extinction e. classical conditioning

C

Doug is an employee of McDowell Instruments. Doug takes longer breaks than his coworkers, and often rationalizes his behavior because the organization does not pay him enough for the level of work that he does. Doug is reducing his perceived inequity by a. altering his perception of self. b. altering his perception of the situation. c. changing his inputs. d. changing his outcomes. e. changing the object of comparison.

C

During the ____ phase of team implementation, a team's internal focus can become detrimental to other teams and to the organization as a whole. a. start-up b. reality and unrest c. tightly formed teams d. leader-center teams e. self-managing teams

C

During the ____ phase of team implementation, teams usually long for a system that resembles the old organizational structure. a. tightly formed teams b. start-up c. leader-centered teams d. self-managing teams e. reality and unrest

C

Group composition is a. the sum of the activities of individuals. b. a set of expected behaviors associated with a position. c. usually described in terms of the homogeneity or heterogeneity of group members. d. two or more people interacting with and influencing each other. e. expected behavior or behavioral patterns.

C

How many steps are in Lewin's Process Model of change? (A) 1 (B) 2 (C) 3 (D) 4 (E) 5

C

Path-goal theory has its roots in the ____ theory of motivation. a. expectancy b. behavioral c. valence d. contingency e. leadership

C

Tasks that are complex, nonroutine, and ambiguous are considered to be a. easily understood. b. favorable. c. unstructured. d. the most ideal for decision-making. e. structured.

C

Technological change focuses on (A) indirect alteration of jobs. (B) quality inputs to the process. (C) the way inputs are transformed into outputs. (D) broad system-wide changes. (E) the way standards are created and enforced.

C

The horizontal axis of the Leadership Grid represents concern for a. oneself. b. the organization. c. production. d. the environment. e. people.

C

The human resource approach to motivation assumes that a. employees are economically motivated. b. employees will achieve their security needs. c. meaningful employee contributions are valuable to both the individuals and the organization. d. illusory employee contributions are valuable to both the individuals and the organization. e. none of these

C

The leader-member exchange model (LMX) a. is based on subordinate contributions and leader inducements. b. clarifies the role of communication in the leadership process. c. stresses the importance of variable relationships between supervisors and their subordinates. d. confirms the dual-structure of task and relationship behaviors by leaders. e. illustrates the situational nature of leadership, particularly in service firms.

C

The move towards a team-based format is often initiated and communicated to the entire organization by a. internal team leaders. b. the design team. c. top management. d. affinity groups. e. an outside consultant.

C

The ninth step in the integrative framework for the implementation of task redesign is (A) implementation of any supplemental changes. (B) formulation of the strategy for redesign. (C) evaluation of the task redesign effort. (D) implementation of the task changes. (E) selection of a change agent.

C

The path-goal theory and the LPC model are illustrative of the perspective in which a. leadership is viewed as a set of behaviors displayed by effective leaders. b. nearly all situations benefit from strong task-oriented leadership. c. leadership effectiveness depends on characteristics of the situation. d. leadership is viewed as a set of traits possessed by effective leaders. e. leadership traits are seen to vary according to the situation.

C

The profile of an entrepreneur typically includes each of the following EXCEPT a. a focus on concrete results b. a willingness to take risks c. an appreciation for the status quo d. a desire to assume responsibility e. a need for achievement

C

The scientific management view of motivation includes all of the following EXCEPT a. employees are motivated by money. b. work is inherently unpleasant. c. employees want to feel useful and important. d. advocates incentive pay systems. e. the nature of the work is not important.

C

Which of the following is NOT a part of initiating-structure behavior, as identified in the Ohio State leadership studies? a. Subordinates are aware of what is expected of them in their positions. b. The leader clearly defines leader-subordinate roles. c. There is mutual trust and respect between the leader and subordinate. d. Methods for accomplishing the task are determined. e. Channels of communication are established.

C

Which of the following is NOT an organizational source of resistance to change as identified by Katz and Kahn? (A) overdetermination (B) threatened expertise (C) centralization (D) group inertia (E) All of these represent resistance to change.

C

Which of the following keys to successful organization change management would help a manager reduce the spread of rumors regarding a change? (A) Start small (B) Secure top management support (C) Foster open communication (D) Encourage participation (E) Take a holistic view

C

Which of the following statements applies more to leadership than to management? a. Producing a degree of predictability and order leading to expected results by various stakeholders. b. Establishing some structure for accomplishing plan requirements. c. Developing a vision of the future. d. Establishing detailed steps and timetables for achieving results. e. Monitoring results and identifying deviations.

C

Which organizational source of resistance to change occurs because numerous organizational systems are in place to maintain stability? (A) changes in resource allocation (B) narrow focus of change (C) overdetermination (D) threatened expertise (E) group inertia

C

Which source of individual resistance to change occurs when people are simply scared of anything unfamiliar? (A) economic factors (B) habit (C) fear of the unknown (D) lack of awareness (E) social factors

C

Which type of leadership entails the ability to understand the complexities of both the organization and its environment so as to maintain a superior alignment between them? a. Transformational leadership b. Charismatic leadership c. Strategic leadership d. Transactional leadership e. Virtual leadership

C

Who developed the Existence-Relatedness-Growth (ERG) Theory? a. David McClelland b. Douglas McGregor c. Clay Alderfer d. Abraham Maslow e. Frederick Herzberg

C

____ is the set of forces that causes people to engage in one behavior rather than some alternative behavior. a. Autonomy b. Task identity c. Motivation d. Activity e. Equilibrium.

C

_________ conflict management norms resolve conflict in a cooperative manner. a. Active b. Passive c. Agreeable d. Disagreeable e. Strategic

C

If a subunit's work __________, its power position decreases. a. can't be duplicated b. can be outsourced c. is specialized d. is hard to replace e. All of these are correct.

Can be outsourced

Which influence tactic entails engaging the help of others to persuade someone to do something? a. Exchange b. Pressure c. Coalition d. Ingratiation e. Legitimating

Coalition

The threat to transfer someone to a branch office in an undesirable location can be interpreted as a form of ___________ power.

Coercive

In __________ conflict cultures, employees actively manage and resolve conflicts cooperatively to find the best solution for all involved parties. a. dominating b. collaborative c. strategic d. avoidant e. passive-aggressive

Collaborative

____________________ is a form of influence where the subordinate is willing to carry out the leader's wishes as long as doing so will not require extraordinary effort.

Compliance

Which of the following is one of the four basic factors that affect group performance?

Compostion

Which influence tactic entails requesting someone's advice to solve a problem or mutually setting goals to increase a follower's commitment to the leader's decision? a. Rational persuasion b. Consultation c. Personal appeals d. Empowerment e. Inspirational appeals

Consultation

Which political tactic entails strategically restricting who has access to what data? a. Game playing b. Controlling the agenda c. Using outside experts d. Controlling information e. Controlling decision parameters

Controlling information

Which political tactic entails establishing gatekeepers to restrict access to information? a. Eliminating political rivals b. Building coalitions c. Leveraging technology d. Image building e. Controlling lines of communication

Controlling lines of communication

Jim strongly disagrees with a new program that is being developed and wants to prevent the program from moving forward. Jim manages to fill up the department meeting agenda with other issues, so there isn't enough time to discuss the new program. Which political behavior technique has Jim used? a. Game playing b. Controlling the agenda c. Using outside experts d. Controlling information e. Controlling decision parameters

Controlling the agenda

The most common means of developing innovation in the traditional organization is through a. entrepreneurship. b. intrapreneurship. c. radical innovation. d. corporate research. e. a chief innovation officer.

Corporate research

According to Project GLOBE, which style of leadership emphasizes creating a sense of common purpose and includes being collaborative, diplomatic, and administratively competent? a. participative b. self-protective c. humane-oriented d. team-oriented e. autonomous

D

According to Vroom, a manager who presents the problem to the group at a meeting, defines the problem and its boundaries, and then facilitates group member discussion as members make the decision is using a _________ style of subordinate participation. a. delegate b. consult (group) c. consult (individually) d. facilitate e. decide

D

According to path-goal theory, a _________ leader lets subordinates know what is expected of them and gives them specific guidance as to how to accomplish tasks. a. participative b. achievement-oriented c. supportive d. directive e. cooperative

D

According to path-goal theory, employees with an external locus of control should prefer a _________ leader. a. participative b. achievement-oriented c. supportive d. directive e. cooperative

D

According to your text, what was the failure of the behavioral approach to studying leadership? a. It did not move the field beyond the traditional trait theory approach. b. It was too complicated for practical use. c. The results of related studies were inconsistent. d. It tended to specify a set of leader behaviors that would lead to effectiveness in all situations. e. It only identified important leader behaviors.

D

All of the following are steps in an individual's formation of equity perceptions EXCEPT a. evaluating how they are being treated. b. forming perceptions of how a comparison other is being treated. c. comparing their own circumstances with those of a comparison other. d. confronting the comparison other with any inequity. e. making a choice to pursue equity-restoring options.

D

In a ______________ culture, employee values and behaviors are consistent with the organization's values, and the culture is receptive to change. a. strong negative b. strong positive c. weak negative d. weak positive e. moderate neutral

D

In a(n) _________ conflict culture, employees actively manage and resolve conflicts cooperatively to find the best solution for all involved parties. a. dominating b. collaborative c. strategic d. avoidant e. passive-aggressive

D

In the leader-member exchange model (LMX), each superior-subordinate pair is referred to as a(n) a. matched set. b. out-group. c. linking mechanism. d. vertical dyad. e. in-group.

D

Instrumentality refers to a person's perception of the probability that a. motivation will lead to effort. b. performance will lead to effort. c. effort will lead to performance. d. performance will lead to certain outcomes. e. certain outcomes will lead to performance.

D

Moira is a manager whose subordinates have high readiness. According to the Hersey and Blanchard model of leadership, Moira should use which of the following styles? a. Telling b. Selling c. Participating d. Delegating e. Situational

D

Paul, a new hire in the traffic department of an advertising agency, has little confidence in his ability and believes he only got the job because his uncle is the owner of the firm. According to the path-goal theory of leadership, what type of leadership style is Paul most likely to prefer? a. Achievement-oriented b. Cooperative c. Supportive d. Directive e. Participative

D

People with a strong need for affiliation most often work in jobs with a. high technical skill demands. b. many opportunities to control one's environment. c. a high degree of immediate feedback. d. a lot of interpersonal contact. e. little opportunity to accomplish tasks more effectively than in the past.

D

Position power is considered to be low when a. the subordinate is a member of the out-group. b. the subordinate is a member of the in-group. c. the subordinate's position is more powerful than the leader's position. d. the leader must get job assignments approved by someone else. e. the leader can assign work and recommend promotions.

D

Shortly after implementation, team performance often ____ before returning to previous levels. a. fluctuates unpredictably b. ceases completely c. increases slightly d. declines e. dramatically increases

D

Substitutes for leadership can come from which of the following? a. subordinates b. the organization c. the task d. all of these e. none of these

D

The definition of groups presented in your text omits any requirement of a. interaction. b. size. c. influence. d. group goals. e. All of these are included in the textbook definition of group.

D

The fourth step in the integrative framework for the implementation of task redesign is (A) diagnosis of the work system and context. (B) recognition of a need for a change. (C) go/no-go decision. (D) cost-benefit analysis of proposed changes. (E) selection of task redesign as a potential intervention.

D

The human relations approach to motivation includes all of the following EXCEPT a. employees want to feel useful. b. employees want to feel important. c. employees have strong social needs. d. employees are motivated by only money. e. allow employees a modicum of self-direction.

D

The seventh step in the integrative framework for the implementation of task redesign is (A) implementation of any supplemental changes. (B) formulation of the strategy for redesign. (C) evaluation of the task redesign effort. (D) implementation of the task changes. (E) selection of a change agent.

D

The system-wide application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structures, and processes for improving organizational effectiveness is called (A) change agency. (B) process change. (C) transition management. (D) organization development. (E) none of these

D

Vroom's current formulation includes two different decision trees. One tree is to be used when the manager is primarily interested in making a timely decision. The other tree is to be used when the manager is interested in a. balancing task and relationship behaviors. b. clarifying the path to desired rewards. c. increasing subordinate motivation and performance. d. helping subordinates develop their decision-making skills. e. eliminating resistance to a chosen alternative.

D

What type of leadership is focused on routine, regimented activities? a. Transformational leadership b. Charismatic leadership c. Strategic leadership d. Transactional leadership e. Virtual leadership

D

When the culture they observe contradicts the culture formally espoused in corporate pamphlets, new employees come to accept a. a mixture of the two. b. the pamphlets, unless they prefer the observed culture. c. the pamphlets, unless they're really badly written. d. the actual cultural values rather than those formally espoused. e. the actual cultural values rather than those formally espoused, unless the pamphlets are particularly convincing.

D

Which dimension of self-efficacy refers to beliefs about the degree to which similar tasks can be accomplished? a. strength b. magnitude c. power d. generality e. corporality

D

Which leadership style of the Hersey and Blanchard model entails allowing followers to work independently with little or no overseeing? a. Telling b. Selling c. Participating d. Delegating e. Situational

D

Which of the following does NOT describe a behavior of charismatic leaders? a. envisioning future trends and patterns b. setting high expectations for themselves and for others c. modeling behaviors consistent with meeting expectations d. initiating structured tasks and making assignments e. demonstrating personal excitement

D

Which of the following does NOT tend to be true of Millennials? (A) they celebrate diversity (B) they are group oriented (C) they are optimistic (D) they want everyone to be treated the same (E) they understand technology quickly

D

Which of the following is NOT a characteristic of the Vroom's decision tree approach? a. It focuses on the degree to which the leader allows subordinates to participate in decision making. b. It is presented in the form of decision trees. c. It assumes that one leader may display various leadership styles. d. It assumes a high level of participation in decision making is best for all situations. e. It attempts to prescribe an appropriate leadership style for any given situation.

D

Which of the following is NOT one of the keys to successful change management? (A) Reward those who contribute to change. (B) Secure top management support. (C) Encourage participation by those affected by the change. (D) Maximize employee job satisfaction. (E) Foster open communication.

D

Which of the following is a system-wide organization development involving a major restructuring of the organization or institution of new programs? (A) process change (B) transition management (C) change agent (D) structural change (E) strategic initiative

D

Which of the following is most appropriate when a manager realizes he or she has been rewarding the wrong thing and wants to stop the behavior? a. positive reinforcement b. negative reinforcement c. punishment d. extinction e. classical conditioning

D

Which of the following is not one of the purposes of norms? a. Norms help the group avoid embarrassing situations. b. Norms simplify the behaviors of the group members. c. Norms help the group survive. d. Norms regulate group members' thoughts and feelings. e. Norms express the central values of the group.

D

Which of the following may help explain the pattern of differences between men and women leaders? a. Men tend to be less supportive. b. Women tend to be less aggressive. c. Women tend to be more task focused. d. Women face more resistance from stereotyping. e. Men tend to have stronger interpersonal skills.

D

Which organizational source of resistance to change occurs when a job redesign or a structural change transfers responsibility for a specialized task from the current expert to someone else? (A) changes in resource allocation (B) narrow focus of change (C) overdetermination (D) threatened expertise (E) group inertia

D

Which source of individual resistance to change occurs when people do not alter their behavior because they don't realize that a change has been made? (A) economic factors (B) habit (C) fear of the unknown (D) lack of awareness (E) social factors

D

Which statement best describes the current state of leadership research? a. The exploration of leadership is in its infancy. b. Research in the field was completed recently. c. Research in the field was completed many years ago. d. Many questions remain unanswered. e. Researching leadership has proved nearly impossible.

D

Which type of innovation is the most common? a. strategic b. radical c. systems d. incremental e. cultural

D

Why do younger workers seem to benefit from team environments? a. Supervision in teams is increased. b. Workers receive higher wages in team environments. c. Individuals receive more recognition in team environments. d. Teams give them freedom to grow and manage themselves. e. Teams increase employees' respect for authority.

D

Why does working in teams result in enhanced performance? a. Waste and errors are spread across multiple individuals. b. Managers lower their performance standards. c. Team members spend less time in direct contact with customers. d. Teams pool individual efforts in new ways and strive for continuous improvement. e. Taller hierarchies improve communication processes.

D

____ cohesive groups will not necessarily be more productive in an organizational sense than groups with ____ cohesiveness. a. Low; high b. Low; low c. Highly; high d. Highly; low e. Moderately; high

D

_________ are those organizational values that have become so taken for granted over time that they become the core of the company's culture. a. Enacted values b. Espoused values c. Artifacts d. Assumptions e. Formal practices

D

_________ conflict management norms resolve conflict in a competitive manner. a. Active b. Passive c. Agreeable d. Disagreeable e. Strategic

D

_________ is a system of shared norms and assumptions that guides organization members' attitudes and behaviors. a. An enacted value b. An espoused value c. An artifact d. Organizational culture e. Diversity

D

If a subunit's work can be outsourced, that unit's power a. decreases. b. increases. c. fluctuates. d. doesn't change. e. decreases at first, then increases over time.

Decreases

____________________ is the transfer to others of authority to make decisions and use organizational resources.

Delegation

Which attribute is seen as universally negative across a wide range of cultures? a. Dictatorial b. Sensitive c. Evasive d. Cunning e. Risk taking

Dictatorial

In which integrating mechanism do managers from different units informally work together to coordinate or to identify and solve shared problems? a. Community of practice b. Task force c. Liaison role d. Direct contact e. Cross-functional team

Direct contact

____________________ refers to the way the organization's work is separated into different jobs to be done by different people.

Division of labor

changing his inputs.

Doug is an employee of McDowell Instruments. Doug takes longer breaks than his coworkers, and often rationalizes his behavior because he feels the organization does not pay him enough for the level of work that he does. Doug is reducing his perceived inequity by

A homogeneous group tends to be LESS productive than a heterogeneous group in situations where a. group tasks are sequential. b. quick action is required. c. cooperation is needed. d. group tasks are simple. e. creativity is required.

E

A leader who achieves a superior alignment between the organization and the environment is known as a(n) a. virtual leader. b. externalized leader. c. charismatic leader. d. initiating structure leader. e. strategic leader.

E

A structural change affects all of the following EXCEPT (A) performance appraisals. (B) rewards. (C) communication. (D) decision-making. (E) All of these are affected by structural changes.

E

According to Project GLOBE, which type of leadership refers to being independent, individualist, and unique? a. participative b. self-protective c. humane-oriented d. team-oriented e. autonomous

E

According to Vroom, a manager who makes the decision alone and then announces or "sells" it to the group is using a ____ style of subordinate participation. a. delegate b. consult (group) c. consult (individually) d. facilitate e. decide

E

According to the path-goal theory of leadership, the two types of situational factors that influence how leaders should behave are a. locus of control and perceived ability. b. personal characteristics of the leader and environmental characteristics. c. personal characteristics of the subordinates and locus of control. d. personal characteristics of the leader and personal characteristics of the subordinates. e. personal characteristics of the subordinates and environmental characteristics.

E

Alderfer's relatedness needs parallel Maslow's _________ needs. a. security and esteem b. self-actualization and belongingness c. self-actualization and esteem d. physiological and security e. belongingness and esteem

E

All of the following statements about change are true EXCEPT (A) An organization may resist change. (B) Change is inevitable. (C) An organization may promote change. (D) Resistance to change is inevitable. (E) Resistance to change should be eliminated.

E

All of the following statements are true about innovation EXCEPT a. there are many risks associated with being an innovative company. b. innovation is the process of creating and doing new things that are introduced into the marketplace. c. one of the biggest challenges is using innovative technology in a cost-effective manner. d. true organizational innovation is pervasive throughout the organization. e. only small organizations can truly be innovative.

E

An organization's assumptions are _________ and _________ resistant to change. a. written down, moderately b. explicit, not c. explicit, highly d. implicit, not e. implicit, highly

E

As a property, _________ is the set of characteristics attributed to those who are perceived to use noncoercisve influence successfully. a. affect b. behavior c. personality d. management e. leadership

E

Changing an organization's culture is a(n) _________ process. a. impossible b. quick and easy c. quick but difficult d. long but easy e. long and difficult

E

Characteristics of the organization that may substitute for leadership include all of the following EXCEPT a. rules and procedures. b. physical distance between supervisor and employee. c. rigid reward structure. d. plans and goals. e. experienced workforce.

E

Charismatic leadership may create which of the following ethical concerns? a. New employees are shunned until they demonstrate allegiance to the leader. b. Decision making is slowed because of a constant focus on the future. c. Greater concern is given to employees than to customers. d. Profit levels rise to immoral levels. e. Followers engage in inappropriate behaviors because of blind faith in the leader.

E

Each of the following is a popular type of people-oriented change technique EXCEPT (A) training (B) management development (C) team building (D) survey feedback (E) All of these are popular people-oriented change techniques.

E

Each of the following is true of organization development EXCEPT (A) it is designed specifically to improve organizations. (B) it attempts to plan organization changes. (C) it is based on knowledge of the behavioral sciences. (D) it excludes spontaneous initiatives. (E) All of these are parts of organization development.

E

Gary was a relatively new and inexperienced leader assigned to an experienced work group with long-standing performance norms and strong group cohesiveness. The norms and cohesiveness of the group were so strong that nothing Gary did to change things had much effect. This situation is known as a(n) __________. a. in-group/out-group dichotomy b. poor leader-member exchange c. strategic quandary d. leadership substitutes e. leadership neutralizer

E

Intrapreneurship a. is most effective as a rare event in the organization. b. is most effective when it occurs in the research and development department alone. c. occurs both inside and outside the organization. d. gives new organizations an edge over existing organizations. e. is entrepreneurial activity that takes place within the organization.

E

Jenelle is Ruby's supervisor. Ruby often knows things Jenelle's other subordinates don't, and she gets the lion's share of special, more autonomous duties. According to the LMX model, which of the following is also likely to be true? a. Ruby is part of Jenelle's out-group. b. Ruby works fewer hours than Jenelle's other subordinates do. c. Ruby works longer hours than Jenelle's other subordinates do. d. Ruby gets less support from Jenelle than Jenelle's other subordinates do. e. Ruby gets more support from Jenelle than Jenelle's other subordinates do.

E

Johnny thinks that changing an organization's culture is like losing weight: It's difficult and it can be done, but the effect is usually temporary. Is Johnny correct? a. Yes, because once a culture is changed, it usually changes back. b. Yes, because once a culture starts to change, it's hard for it to stop changing. c. No, because changing an organization's culture is impossible. d. No, because changing an organization's culture is easy. e. No, because once a culture is changed, it tends to stick.

E

Leadership is a. a process only. b. neither a process nor a property. c. a property only. d. a universally understood characteristic. e. both a process and a property.

E

One conclusion of the University of Michigan studies was that a leader who focuses on work procedures and performance is exhibiting a. task-oriented leader behavior. b. consideration behavior. c. initiating-structure behavior. d. employee-centered leader behavior. e. job-centered leader behavior.

E

Organization development (A) focuses on technological change. (B) has yet to emerge as a distinct field of study. (C) works best as a spontaneous process. (D) is designed to combat unwanted change. (E) is the process of planned change using scientific knowledge.

E

Porter and Lawler's extension of the expectancy model argues that a. only extrinsic rewards are important. b. reward equity replaces valence. c. ability, traits, and role perceptions are removed from the original model. d. rewards are less important than originally thought. e. high levels of performance may lead to satisfaction.

E

Rather than dealing openly with conflict, a(n) _________ conflict culture resists conflict with tactics such as withholding information or withdrawing from contact with coworkers. a. dominating b. collaborative c. strategic d. avoidant e. passive-aggressive

E

Recent renewed interest in the trait approach to leadership has suggested all of the following are characteristics of leaders EXCEPT a. emotional intelligence. b. cognitive ability. c. motivation. d. honesty and integrity. e. All of these are characteristics.

E

Research suggests that male leaders are, on average, ____________ than female leaders. a. more charismatic b. less nurturing c. more nurturing d. less autocratic e. more autocratic

E

Susan is the senior manager at her company. Susan made the choice to go to teams because she went to a seminar on teams, but she'll be on a two-year foreign assignment when teams are actually implemented. Which of the following is likely to occur? a. The teams will be performing well by the time she returns. b. The teams will be more broad spread than normal. c. The teams will become self-managing more quickly than normal. d. A complete organizational culture revolution is likely to occur. e. The teams are likely to fail.

E

Task characteristics that may substitute for leader behavior include all of the following EXCEPT a. frequent feedback. b. intrinsic satisfaction. c. routine. d. a high degree of structure. e. tediousness.

E

The Ohio State studies and the Leadership Grid are associated with the ____ approach to leadership. a. interactive b. contemporary c. trait d. contingency e. behavioral

E

The areas in which the pressures for change appear most powerful involve all of the following except (A) people. (B) technology. (C) information processing. (D) competition. (E) All of these are powerful pressures for change.

E

The audience at an Oprah Winfrey talk show is an example of a(n) ____ group. a. special project b. command c. task d. friendship e. interest

E

The basic expectancy framework suggests that for motivated behavior to occur, a. the performance-to-outcome expectancies should approach zero. b. the sum of all the valences for the relevant potential outcomes must be negative. c. none of the valences for the relevant potential outcomes should be negative. d. the effort-to-performance ratio should be well above 10. e. the positive valences should outweigh the negative valences of potential outcomes.

E

The changes that are occurring in organizations include all of the following EXCEPT (A) cultures. (B) structures. (C) work relationships. (D) customer relationships. (E) profit motives.

E

The degree to which members of a work organization are able to satisfy important personal needs through their experiences in the organization is called (A) structural change. (B) system-wide change. (C) change agent success. (D) total quality management. (E) quality of work life.

E

The goal of the behavioral approach to the study of leadership was to a. categorize a set of behaviors as effective or ineffective in terms of making decisions. b. match a set of behaviors with corresponding situations. c. study the behavior patterns of several well-known historical leaders. d. define a standard list of leader characteristics. e. determine what behaviors were associated with effective leadership.

E

The positive benefits of a team-based environment include all of the following except a. enhanced performance. b. employee benefits. c. organizational enhancements. d. reduced costs. e. all of these are benefits

E

The second step in the integrative framework for the implementation of task redesign is (A) diagnosis of the work system and context. (B) recognition of a need for a change. (C) go/no-go decision. (D) cost-benefit analysis of proposed changes. (E) selection of task redesign as a potential intervention.

E

The size or number of people that constitute a group is a. ten or more. b. limited to fifteen. c. fewer than two people. d. limited to ten. e. two or more.

E

The start-up phase of team implementation includes which of the following? a. Frustration and confusion about the new situation b. Extreme confidence and cohesion c. Intense team loyalty d. Teams think of themselves as a unit e. Informational or "awareness" training

E

The strength or weakness of a culture reflects the degree to which the culture a. produces year-over-year bottom line growth. b. is consistent with the organization's business strategy. c. is consistent with employee behaviors and values. d. promotes ethical behavior. e. resists change.

E

The vertical axis of the Leadership Grid represents concern for a. oneself. b. the organization. c. production. d. the environment. e. people.

E

What is the best reason to create teams in an organization? a. They can increase productivity almost immediately. b. Teams are always well received by employees. c. Teams are increasing in popularity. d. The competition is also implementing teams. e. Teams make sense for that organization.

E

What psychologist's work laid the foundation for the study of behavior modification? a. David McClelland b. Douglas McGregor c. Clay Alderfer d. Abraham Maslow e. B.F. Skinner

E

Which concept explores how managers function in a virtual world? a. Transformational leadership b. Charismatic leadership c. Strategic leadership d. Transactional leadership e. Virtual leadership

E

Which of the following is more closely associated with leadership than with management? a. conducting performance reviews b. setting budgets c. approving payroll d. organizing departments e. building trust

E

Which of the following is not a stage of group development? a. Control and organization b. Motivation and productivity c. Mutual acceptance d. Communication and decision making e. Friendship and social interaction

E

Which two types of reinforcement are generally accepted as means for increasing the frequency of desired behavior? a. positive reinforcement and extinction b. negative reinforcement and punishment c. negative reinforcement extinction d. extinction and punishment e. positive reinforcement and negative reinforcement

E

Which type of reinforcement schedule is effective at motivating desirable behaviors, especially in the early stages of learning? a. Variable interval b. Fixed ratio c. Fixed interval d. Variable ratio e. Continuous

E

____ theory assumes that people are motivated to work toward a goal if they want that goal and think they can achieve it. a. Perception b. Equity c. Attribution d. Reinforcement e. Expectancy

E

__________ leadership refers to the demonstration of morally upright conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers. a. Transformational b. Charismatic c. Strategic d. Transactional e. Ethical

E

The positivity or negativity of a culture reflects the degree to which a. it produces year-over-year bottom-line growth. b. the organization maintains a high-profit margin. c. the organization is able to compete with rivals in the industry. d. it promotes ethical behavior. e. employee behavior is consistent with company values.

Employee behavior is consistent with company values

__________ leadership refers to the demonstration of morally upright conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers. a. Transformational b. Charismatic c. Strategic d. Transactional e. Ethical

Ethical

Because of its higher cost, which influence tactic do leaders typically only use after other tactics have failed? a. Exchange b. Pressure c. Coalition d. Ingratiation e. Legitimating

Exchange

Which influence tactic entails offering to provide something of value now or in the future for someone's cooperation? a. Exchange b. Pressure c. Coalition d. Ingratiation e. Legitimating

Exchange

All of the following are associated with transactional leaders EXCEPT a. assigning work. b. executing change. c. evaluating performance. d. making decisions. e. overseeing routine work.

Executing change

Activities of transactional leadership are similar to those of charismatic leadership.

False

All firms have cultural values that are consistent with high performance.

False

Authority cannot be delegated to others.

False

Businesses should strive to determine an optimal organizational size.

False

In most cases, expert power tends to follow exact lines of authority.

False

Innovation and organization culture are not generally related.

False

Innovation involves targeted aspects of the organization.

False

Position power is power that resides in a person's individual characteristics, regardless of the span of control

False

The new role expected of leaders today is to be more of transactional leader, rather than a coach.

False

Which of the following reflects differences in leadership style between men and women? a. Male leaders are more controlling. b. Male leaders are more task focused. c. Female leaders are more democratic in making decisions. d. Female leaders are more nurturing. e. There are virtually no differences between male and female leaders.

Female leaders are more democratic in making decisions

All of the following elements increase as an organization's size increases, EXCEPT a. centralization. b. the number of rules. c. the number of levels in the hierarchy. d. flexibility. e. specialization of labor.

Flexibility

According to Hersey and Blanchard, what does appropriate leader behavior depend on?

Follower readiness

According to Hersey and Blanchard, what does appropriate leader behavior depend on? a. Follower personality b. Follower loyalty c. Follower readiness d. Organizational budgets e. Intragroup conflict

Follower readiness

Charismatic leadership may create which of the following ethical concerns? a. New employees are shunned until they demonstrate allegiance to the leader. b. Decision making is slowed because of a constant focus on the future. c. Greater concern is given to employees than to customers. d. Profit levels rise to immoral levels. e. Followers engage in inappropriate behaviors because of blind faith in the leader.

Followers engage in inappropriate behaviors because of blind faith in the leader.

Growth

For various reasons, Anne is unable to move ahead into a higher position at work. According to ERG theory, which of the following sets of needs will become more important to Anne?

Incremental innovations a. are rarely necessary for radical or systems innovations. b. are major breakthroughs that change or create industries. c. occur much less frequently than radical and systems innovations. d. force organizations to continuously improve their products. e. create new functionality by assembling parts in new ways.

Force organizations to continuously improve their products

_________ structure groups people with the same skills, or who use similar tools or work processes, together into departments.

Functional

_________ is an organizational structure that groups people with the same skills, or who use similar tools or work processes, together into departments. a. Matrix structure b. Functional structure c. Bureaucratic structure d. Prebureaucratic structure e. Lattice structure

Functional structure

As a coach, the organizational leader would perform all of the following as formal functions of the coaching role EXCEPT a. help select team members. b. provide some general direction. c. gain an understanding of the values of their young workers. d. help train and develop team members. e. help the team get information and other resources it may need.

Gain an understanding of their young workers

Which political tactic entails the use of tricks such as leaking information or having only friends fill out a survey? a. Game playing b. Controlling the agenda c. Using outside experts d. Controlling information e. Controlling decision parameters

Game playing

Which type of multinational organizational structure is appropriate when local differences are large and the benefits of global integration are small? a. Global area division structure b. Regional lattice structure c. Regional headquarters structure d. Global product division structure e. Global transnational division structure

Global area division structure

In a ____________, all functional activities are controlled by a product group at headquarters; local managers do not usually provide input into product decisions and are involved only in local administrative, legal, and financial affairs. a. global area division structure b. regional lattice structure c. regional headquarters structure d. global product division structure e. global transnational division structure

Global product division structure

Which type of multinational organizational structure is appropriate when the benefits of global integration are large and local differences are small? a. Global area division structure b. Regional lattice structure c. Regional headquarters structure d. Global product division structure e. Global transnational division structure

Global product division structure

A ____________ has a balanced, matrixed relationship between local managers and headquarters with a two-way flow of ideas, resources, and employees between the two locations. a. global area division structure b. regional lattice structure c. regional headquarters structure d. global product division structure e. global transnational division structure

Global transnational division structure

Which type of multinational organizational structure works best when both global integration and local responsiveness are needed? a. Global area division structure b. Regional lattice structure c. Regional headquarters structure d. Global product division structure e. Global transnational division structure

Global transnational division structure

Performance

Goal specificity has been shown to be consistently related to ________

A tendency to exhibit modesty and sensitivity is associated with which type of leadership, according to Project GLOBE?

Humane-oriented

cognition

If an employee is satisfied with his or her job because he or she perceives the company's health benefit plan is better than what most other companies offer, it is an example of the __________ component of your attitude.

Which political tactic entails the use of "spin doctors" to project a desirable image? a. Eliminating political rivals b. Building coalitions c. Leveraging technology d. Image building e. Controlling lines of communication

Image building

The process of portraying a desired image or attitude to control the impression others form of us is called _________.

Impression management

Which term refers to the process of portraying a desired image or attitude to control the impression others form of us? a. Influence b. Politics c. Empowerment d. Impression management e. Leadership

Impression management

95. It is possible for the same decision to be ____________ for an experienced manager but ___________ for a more junior manager. (A) tactical, strategic (B) strategic, tactical (C) nonprogrammed, programmed (D) programmed, nonprogrammed (E) none of these Answer

(D)

In LPC theory, which factor reflects the extent to which a task is routine, simple, easily understood, and unambiguous? a. Task structure b. Leader-member relations c. Leader position power d. Leader personality e. Organizational structure

A

Dominating conflict cultures have which of the following conflict management norms? a. Collaborative b. Passive c. Agreeable d. Disagreeable e. Strategic

Disagreeable

Passive-aggressive conflict cultures have which of the following conflict management norms? a. Active b. Dominant c. Agreeable d. Disagreeable e. Strategic

Disagreeable

__________ conflict management norms resolve conflict in a competitive manner. a. Active b. Passive c. Agreeable d. Disagreeable e. Strategic

Disagreeable

A ________ is a collection of functions organized around a particular geographic area, product or service, or market. a. division b. lattice c. network organization d. matrix e. bureaucracy

Division

A(n) _________ innovation creates a new functionality by assembling existing parts in new ways. a. strategic b. radical c. systems d. incremental e. cultural

C

According to LPC theory, a situation that has low position power, low task structure, and good leader-member relations is a. maximally favorable b. very favorable c. moderately favorable d. very unfavorable e. maximally unfavorable

C

According to Vroom, a manager who presents the program to group members individually, obtains their suggestions, and then makes the decision is using a _________ style of subordinate participation. a. delegate b. consult (group) c. consult (individually) d. facilitate e. decide

C

Which of the following best describes the new role of leaders in organizations? a. Decision maker b. Monitor c. Supervisor d. Director e. Coach

Coach

What is (are) the new role(s) of managers in teams?

Coaches and facilitators

A _________ reinforcement schedule is one in which the desired behavior is reinforced after a specified number of instances. a. variable-interval b. variable-ratio c. fixed-interval d. fixed-ratio e. continuous

D

An organization's culture takes a _________ time to evolve, and it takes a _________ time to change it. a. short, long b. long, short c. short, short d. long, long e. moderate, moderate

D

97. The information needed to make a programmed decision is ________ available, and the problem is ___________ structured. (A) readily, highly (B) not readily, not highly (C) not readily, highly (D) readily, not highly (E) somewhat readily, somewhat highly Answer

(A)

79. A(n) _______ is an informal alliance of individuals or groups formed to achieve a common goal. (A) group (B) coalition (C) team (D) armada (E) union Answer

(B)

89. Employees checking their cell phones and whispering to each other during a meeting are causing which type of communication noise? (A) misperception (B) selective perception (C) filtering (D) competition (E) jargon Answer

(D)

90. The Delphi technique is a useful way to gather opinions from experts who (A) don't like each other. (B) desire anonymity. (C) live far away from each other. (D) all of these (E) none of these Answer

(D)

92. The risk of groupthink may be curbed by increasing the ____________ of senior management. (A) homogeneity (B) size (C) male-to-female ratio (D) diversity (E) none of these Answer

(D)

92. _______________ is the richest communication medium because it has the capacity for immediate feedback, carries multiple cues, and uses natural language. (A) Instant messaging (B) Email (C) Telephone (D) Face-to-face (E) Walkie-Talkie Answer

(D)

__________ management is based on the belief that productivity is maximized when organizations are rationalized with precise sets of instructions based on time-and-motion studies. a. Scientific b. Sociological c. Straightforward d. Strategic e. Stratospheric

a

__________ refers to the variety of observable and unobservable similarities and differences among people. a. Diversity b. Race c. Ethnocentrism d. Ethnicity e. Stereotyping

a

a performance bonus is an example of a. positive reinforcement. b. negative reinforcement. c. punishment. d. extinction. e. classical conditioning

a

In the continuous change process model, the person responsible for managing the change effort is called

a change agent

Lewin's process model approaches change as which of the following?

a multistep process

With respect to managing change, management should consider resistance to change as

a signal to carefully examine the decision to change

According to David McClelland, the desire to control, influence, or be responsible for others is called a need for a. empowerment. b. affiliation. c. power. d. achievement. e. status

c

The purpose of organizational structure is to appeal to external competitors.

False

Transformational leadership focuses heavily on keeping the status quo.

False

Weak cultures are always better than strong cultures.

False

When a manager has a large span of control, he or she can maintain close control over workers and stay in contact with daily operations.

False

Sexual ___________, which is a form of abuse of power, refers to unwanted sexual advances, requests, communication, or contact with the threat of punishment for noncompliance. a. innuendo b. harassment c. assault d. treatment e. None of these are correct.

Harassment

Situations with implicit plans and goals and a malleable reward structure require a __________ degree of leadership. a. nonexistent b. low c. moderate d. high e. variable

High

Micah is known as someone who is respectful of and concerned about his subordinates. He effectively communicates so that his subordinates know what is expected of them. How would he be categorized according to the Ohio State leadership studies?

High consideration, high initiating

Which of the following can act as a leadership neutralizer? a. High intergroup conflict b. High intragroup conflict c. High group cohesiveness d. Low group cohesiveness e. Ambiguous project parameters

High group cohesiveness

Which of the following does NOT contribute to the leadership motive pattern? a. High need for achievement b. High need for power c. High impulse control d. Low need for affiliation e. All of these contribute to the leadership motive pattern.

High need for achievement

The competing strategy entails a _________ concern for one's own interests and a low concern for the interests of the other party. a. moderate b. low c. high d. fluctuating e. variable

c

__________ innovation continues the technical improvement and extends the applications of other innovations.

Incremental

In which integrating mechanism is a manager or team member held formally accountable for communicating and coordinating with other groups? a. Community of practice b. Task force c. Liaison role d. Direct contact e. Cross-functional team

Liaison role

Grouping employees by ___________ means that groups are organized according to a region of the country or world. a. business function b. location c. output d. work process e. client

Location

47. The last step in the rational decision-making process is (A) Create a contingency plan (B) Determine the type of decision (C) Evaluate alternatives (D) Control

Measure and Adjust (E) Implement the plan Answer : (D)

When a charismatic leader steps down, which of the following challenges will his or her successor likely face? a. Raising profit levels from an all-time low b. Recruiting workers who left under the prior leader c. Measuring up to the legacy of the prior leader d. Setting a vision for the organization e. Eliminating the "loose" management culture left behind

Measuring up to the legacy of the prior leader

___________ seem to be more autocratic when they make decisions.

Men

Amanda often helps new employees learn the ropes and prepare to advance within the organization. Amanda is filling which role? a. Monitor b. Instructor c. Intrapreneur d. Mentor e. Accelerator

Mentor

needs

Motivated behavior begins with one or more

Smaller organizations with low standardization, total centralization, and mostly one-on-one communication have a a. matrix structure. b. functional structure. c. bureaucratic structure. d. pre-bureaucratic structure. e. lattice structure.

Prebureaucratic structure

Combining the gasoline engine with bicycle and carriage technology to create automobiles was an example of which of the following kinds of innovation? a. Strategic b. Radical c. Systems d. Incremental e. Cultural

Systems

__________ innovation creates a new functionality by assembling existing parts in new ways. a. Strategic b. Radical c. Systems d. Incremental e. Cultural

Systems

What is the best reason to create teams in an organization?

Teams make sense for that organization.

Why does working in teams result in enhanced performance?

Teams pool individual efforts in new ways and strive for continuous improvement.

Most organizational problems can be fixed with restructuring.

True

When a firm uses _________ production, the organization typically produces small batches or makes one-of-a-kind custom products.

Unit

Employee talent is relied on most in which type of production? a. Unit production b. Mass production c. Continuous production d. A primary production system e. A matrix structure

Unit production

Halo runs a tattoo parlor. Customers often make requests for unique words, phrases, or images to be inked permanently into their skin. This is an example of a. mass production. b. unit production. c. continuous production. d. matrix structure. e. lattice structure.

Unit production

Employees who find intrinsic value in their work are doing what is a. important to them. b. important to their spouse. c. not important to them. d. obligatory. e. None of these are correct

a

Which dimension of self-efficacy refers to beliefs about how confident the person is that the task can be accomplished? a. Strength b. Magnitude c. Power d. Generality e. Corporality

a

Which method is being used when multiple groups discuss issues separately and then discuss them together, to better synthesize different viewpoints into a common framework? a. The dialectical method b. The diabolical method c. The devil's advocate method d. The Delphi method e. The diverse group technique

a

A moderate degree of workload-related stress can a. stimulate energy and motivation. b. overload the nervous system. c. weaken the physical system. d. result in apathy. e. increase anxiety.

b

According to David McClelland, the desire for human companionship is called a need for a. empowerment. b. affiliation. c. power. d. achievement. e. status.

b

Which conflict resolution strategy entails ignoring the conflict or denying that it exists? a. Compromising b. Avoiding c. Competing d. Accommodating e. Collaborating

b

Which dimension of self-efficacy refers to beliefs about how difficult a task can be accomplished? a. Strength b. Magnitude c. Power d. Generality e. Corporality

b

Which attribute is seen as universally negative across a wide range of cultures?

dictatorial

In path-goal theory, which leadership style is best for managing employees who are new to dealing with ambiguous, unstructured tasks

directive

A __________ reinforcement schedule is one in which the desired behavior is reinforced each time it occurs. a. variable-interval b. variable-ratio c. fixed-interval d. fixed-ratio e. continuous

e

A relatively permanent change in behavior that occurs because of experience is called a. trauma. b. training. c. growth. d. intelligence. e. learning

e

To gain a competitive advantage, a company must offer a. the fewest product options. b. the most product options. c. the lowest prices. d. superior value for the price. e. superior customer service.

d

Turnover occurs when employees a. are called to jury duty. b. feign illness. c. are fired. d. resign from their jobs. e. are promoted.

d

Which of the following is a type of informal group? a. Special project b. Friendship c. Task d. Command e. Affinity

B

. Individual characteristics that may render leader behavior unnecessary include all of the following EXCEPT a. experience. b. training. c. norms. d. professionalism. e. motivation.

C

For various reasons, Anne is unable to move ahead into a higher position at work. According to Alderfer's ERG theory, which of the following sets of needs will become more important to Anne? a. Existence b. Growth c. Relatedness d. Security e. Belongingness

C

Which response to influence entails going along with what the influencer wants without becoming personally invested? a. Passive resistance b. Commitment c. Compliance d. Active resistance e. Loyalty

Compliance

__________ values and norms are the preferred values and norms explicitly stated by the organization. a. Enacted b. Espoused c. Artifact d. Assumed e. Formal

Espoused

Origin stories, ceremonies, rituals, and dress codes are all examples of a. enacted values. b. espoused values. c. artifacts. d. assumptions. e. formal practices.

Espoused values

Which attribute is considered positive in some cultures but not in others? a. Evasive b. Ruthless c. Honest d. Dependable e. Egocentric

Evasive

A command group is a type of informal group.

FALSE

All groups go through all four stages of group development before disbanding.

FALSE

Communication in Western cultures is typically indirect and vague.

FALSE

Compared with managers from other countries, U.S. managers like to make decisions cautiously and with extensive analysis.

FALSE

Teams do not usually take a great deal of time to develop, which is one of the advantages of using teams in companies.

FALSE

The basic group performance factors include groupthink, social loafing, and norm creation.

FALSE

A company intranet that is rarely updated can still have a strong effect on company culture as long as its content is good.

False

A dominating conflict culture is passive and disagreeable.

False

A manager's ability to control the information his or her subordinates have access to is called referent power.

False

Centralization is the system of reporting relationships in the organization.

False

Charismatic leaders are always ethical leaders of large organizations

False

Due to the difficulty of changing organizational culture, no major company has ever managed to make significant changes to the culture.

False

Employees are socialized into organizations through observation alone.

False

Entrepreneurial types of activities are typically welcome within large organizations.

False

Female leaders tend to be more nurturing and supportive than male leaders.

False

Firms tend to start with an organic structure and then they retain elements of that structure as they grow

False

Herb Kelleher, Mary Kay Ash, and Steve Jobs are examples of transactional leaders.

False

Organizational culture is independent of organizational performance.

False

Over the years, the path-goal theory of leadership has been abandoned in favor of more transactional approaches to leadership.

False

A flatter, team-based structure is usually most appropriate when firms rely primarily on a. unskilled workers. b. highly skilled workers. c. mass production. d. continuous production. e. None of these are correct.

Highly skilled workers

____ cohesive groups will not necessarily be more productive in an organizational sense than groups with ____ cohesiveness.

Highly; low

A tendency to exhibit modesty and sensitivity is associated with which type of leadership, according to Project GLOBE? a. Participative b. Self-protective c. Humane-oriented d. Team-oriented e. Autonomous

Humane-oriented

Which type of structure is characterized by employees having two bosses at the same time? a. Matrix structure b. Functional structure c. Bureaucratic structure d. Prebureaucratic structure e. Lattice structure

Matrix structure

Which response to influence entails rejecting the influence attempt but not getting in the way of what the influencer is trying to do? a. Passive resistance b. Commitment c. Compliance d. Active resistance e. Loyalty

Passive resistance

a lot of interpersonal contact.

People with a strong need for affiliation most often work in jobs with

A leader who achieves a superior alignment between the organization and the environment is known as a a. virtual leader. b. natural leader. c. charismatic leader. d. structural leader. e. strategic leader.

Strategic leader

A poorly designed office that doesn't allow a worker adequate privacy is an example of a ____ organizational stressor. a. physical demand b. personal demand c. task demand d. role demand e. performance demand

a

A value conflict between an employee's values and the values of the employer is called a. individual-organization conflict.. b. internal-external conflict. c. behavior-emotional conflict. d. emotional-financial conflict. e. individual-behavior conflict

a

The organizational ________ is defined as the system of task, reporting, and authority relationships within which the work of the organization is done. a. goal system b. management c. structure d. community e. matrix

Structure

In the reality and unrest phase of team implementation, team members and managers often report frustration and confusion about the new situation.

TRUE

Quality circles can be permanent work groups.

TRUE

Skill-based pay systems require team members to acquire important skills that affect compensation.

TRUE

Virtual teams usually utilize some form of technology to enhance communication among individuals who are members of the team.

TRUE

Which leadership style of the Hersey and Blanchard model entails providing direction and defining roles? a. Telling b. Selling c. Participating d. Delegating e. Situational

Telling

Affect

The _______ component of an attitude reflects how an individual expects to behave toward or in a situation.

intention

The __________ component of an attitude guides an individual's behavior in a situation.

affect

The __________ component of an attitude is derived from feelings that an individual has about another person or situation.

If a company's top managers engage in illegal or unethical behavior, these are the enacted values and norms of the firm.

True

Intranets that contain "like it or not?" feedback tools and features that allow employees to contribute reflect a participative culture that values employee contributions.

True

It is possible for a manager to acquire power, such as by exhibiting a high level of expertise in a task.

True

It's impossible for managers to create effective communities of practice, only the conditions necessary for them to exist.

True

Most managers are NOT in a position to create an organizational culture.

True

The path-goal theory has undergone major refinements over the years.

True

The statement "the customer is always right" is an example of a cultural value.

True

Uncertainty avoidance refers to the extent to which a. workers prefer unambiguous situations. b. workers focus on the future. c. acquisition of money and things is emphasized. d. aggressiveness is emphasized. e. authority is respected.

a

__________ diversity exists within a group when there are differences in a certain type or category, including group members' expertise, knowledge, or functional background. a. Variety b. Disparity c. Separation d. Ethnocentrism e. Token

a

__________ suggests individuals and situations interact continuously to determine individuals' behavior. a. Interactionalism b. Contextualism c. Universalism d. Individualism e. Systems theory

a

__________are techniques that can help organizations manage diversity. a. Training and mentoring b. Ignoring and avoiding c. Reprimanding and penalizing d. Rewarding and praising e. None of these are correct

a

Norms are

a standard against which the appropriateness of a behavior is judged.

If a Japanese firm were to send an executive to head up the firm's operations in the United States, the executive would likely need to

change his or her leadership style

Which organizational source of resistance to change occurs when groups that have access to valuable assets are concerned that they won't after the change?

changes in resource allocation

Which leadership style is characterized by firm self-confidence?

charismatic

Which of the following best describes the new role of leaders in organizations?

coach

A group of department managers who meet periodically to establish corporate policy is an example of which type of group?

command

A team that is comprised of members from different departments or functional areas is a(n)

cross-functional team.

A __________ provides an organization an edge over rivals. a. cultural privilege b. business bias c. personal talent d. competitive advantage e. monopoly

d

A __________ reinforcement schedule is one in which the desired behavior is reinforced after a specified number of instances. a. variable-interval b. variable-ratio c. fixed-interval d. fixed-ratio e. continuous

d

Which conflict resolution strategy reflects a desire to give both parties what they want? a. Compromising b. Avoiding c. Competing d. Accommodating e. Collaborating

e

A motorcycle riding club that meets outside of the organization an example of which type of group?

interest

Each of the following is associated with transformational leaders EXCEPT

managing routine work

Which of the following is NOT one of the keys to successful change management?

maximize employee job satisfaction

Leaders who are coaches differ from leaders who are

overseers

Teams differ from groups in that teams

place more emphasis on concerted action than groups do.

Which of the following is NOT true of the use of data collected through the survey feedback process?

results should only be reviewed by top management

The second step in the integrative framework for the implementation of task redesign is

selection of task redesign as a potential intervention

Which source of individual resistance to change occurs when people resist change for fear of what others will think?

social factors

After World War I, organizations shifted their attention away from scientific management to understanding the role of __________ . a. managerial corruption b. law and politics c. gender and sexual harassment d. religion and spirituality e. human factors and psychology

e

Which of the following can act as a leadership neutralizer?

high group cohesiveness

Team building is an _________ process

ongoing

Videoconferencing, instant messaging, electric meetings, and even conference calls are considered __________ technology.

synchronous

During the ____ phase of team implementation, managers have withdrawn from the daily operations and are counseling teams.

self-managing teams

According to Project GLOBE, which type of leadership includes behaviors intending to ensure the safety and security of the leader and the group?

self-protective

Svetlana is self-centered and status-conscious, and she won't hesitate to induce conflict in order to save face. According to Project GLOBE, which style of leadership does Svetlana exhibit?

self-protective

Michael is a manager whose subordinates have moderate readiness. According to the Hersey and Blanchard model of leadership, Michael should use which of the following styles?

selling

____ is a reward system commonly found in team environments.

skill-based pay

___ are usually temporary and are established to solve a particular problem.

task groups

Which factor determines the degree to which subordinates should participate in the decision-making process, according to Vroom's decision tree approach?

the characteristics of the situation

How does a supervisor initiate in-group or out-group relationships with subordinates?

the decision may be based on personal compatibility and subordinate competence

The cost of teams includes which of the following factors?

the difficulty of changing to a team-based organization.

A change in the organization may threaten the specialized expertise that individuals and groups have developed over the years. (A) True (B) False

A

A team that never actually meets together in the same room is called a a. virtual team. b. quality circle. c. cross-functional team. d. product development team. e. management team.

A

According to Herzberg, _____________ happiness includes things such as pay, status, and working conditions that produce an acceptable work environment and whose absence leads to dissatisfaction. a. hygiene b. motivation c. acceptability d. happiness e. engagement

A

36. ____ decisions tend to involve situations that occur often in a company. (A) Nonprogrammed (B) Procedural (C) Repetitive (D) Major (E) Programmed Answer

(E)

_________ values and norms are the preferred values and norms explicitly stated by the organization. a. Enacted b. Espoused c. Artifact d. Assumed e. Formal

B

To maximize the benefits of an organizational cultural system, managers should first a. achieve productivity through people. b. empower employees. c. be fully aware of the culture's values. d. practice hands-on management. e. implement cultural innovations.

Be fully aware of the culture's values

A mechanistic structure can be characterized by all of the following EXCEPT a. it is primarily hierarchical. b. communication is typically vertical. c. knowledge is concentrated at the top. d. instructions come from the boss. e. a high focus on adaptability.

A high focus on adaptability

A motorcycle riding club that meets outside of the organization an example of which type of group? a. Task b. Interest c. Command d. Friendship e. Convenience

B

A union contract that prohibits a supervisor from giving workers incentives for higher performance is an example of a leadership ___________. a. substitute b. neutralizer c. diminisher d. exacerbator e. equalizer

B

A _________ reinforcement schedule is one in which the desired behavior is reinforced after a certain amount of time has passed. a. variable-interval b. variable-ratio c. fixed-interval d. fixed-ratio e. continuous

C

A leader who initiates change in a company by enhancing the culture of the work environment is using a. charismatic leadership. b. transactional leadership. c. transformational leadership. d. strategic leadership. e. path-goal leadership.

C

A manager who is not concerned about people but exhibits high concern for production would be a ____ manager on the Leadership Grid. a. 1,9 b. 9,9 c. 9,1 d. 1,1 e. 5,5

C

A tendency to exhibit modesty and sensitivity is associated with which type of leadership, according to Project GLOBE? a. participative b. self-protective c. humane-oriented d. team-oriented e. autonomous

C

According to LPC theory, a situation that has high position power, high task structure, and poor leader-member relations is a. maximally favorable b. very favorable c. moderately favorable d. very unfavorable e. maximally unfavorable

C

Which term refers to a permanent committee formed to address specific problems or recurring needs? a. Community of practice b. Task force c. Liaison role d. Direct contact e. Cross-functional team

Cross-functional team

If a business strategy and corporate culture are in conflict the __________ will win, regardless of the strength and effectiveness of the strategy. a. strategy b. organization c. employees d. culture e. None of these are correct.

Culture

A key component of equity theory is that employees compare their own input/output ratios with the input/outcome ratios of other employees. What is the term for this phenomenon? a. psychological contract b. equity theory c. social contract d. social comparison e. social loafing

D

Which of the following is not an example of cost reductions arising from team environments? a. Reduced absenteeism b. Reduced scrap c. Lower turnover d. Fewer errors e. Lower commitment

E

Which of the following is the best description of the new role of leaders in organizations? a. Decision-maker b. Monitor c. Supervisor d. Director e. Coach

E

Which of the following may help explain the pattern of differences between men and women leaders? a. Men tend to be more supportive. b. Women tend to be more controlling. c. Men tend to be more task focused. d. Women tend to rely on their own judgment. e. Women tend to have stronger interpersonal skills.

E

Which of the following traits forms the basis of Robert House's theory of leadership? a. job-centered behavior. b. employee-centered behavior. c. initiating structure. d. consideration. e. charisma.

E

Gain-sharing programs usually reward all team members from all teams based on the performance of one particular team.

FALSE

Group norms are developed in the control and organization stage of group development.

FALSE

Highly cohesive groups will be more productive for the organization than groups with low cohesiveness.

FALSE

Implementation of self-managing work teams often takes less than six months.

FALSE

In most situations, the most effective group size is 30 or more members because more ideas are generated.

FALSE

A major obstacle to changing an organization's culture is that even if the culture is successfully changed, it is likely to change back shortly thereafter.

False

According to the leader-member exchange model (LMX) of leadership, the out-group of subordinates may receive special privileges.

False

When an organization's enacted values contradict its espoused values, new employees adopt the espoused values.

False

Abusive Power

Is the behavior directed at gaining power and controlling the behavior of others.

The in-group/out-group dichotomy is central to which model of leadership?

Leader-member exchange

Which of the following is NOT a type of personal power? a. Reward b. Persuasive c. Informational d. Expert e. Referent

Reward

_______ power involves the use of pleasurable consequences to influence and motivate followers. a. Legitimate b. Reward c. Coercive d. Expert e. Referent

Reward

Jenelle is Ruby's supervisor. Ruby often knows things Jenelle's other subordinates don't, and she gets the lion's share of special, more autonomous duties. According to the LMX model, which of the following is also likely to be true?

Ruby gets more support from Jenelle than Jenelle's other subordinates do.

Many techniques can be used in the practice of political behavior in organizations.

True

Mentors strive to help less-experienced people learn the ropes and better prepare to advance within an organization.

True

Myths may be part of an organization's culture.

True

meaningful employee contributions are valuable to individuals and the organization.

The human resource approach to motivation assumes that

Which concept explores how managers lead through various distance technologies? a. Transformational leadership b. Charismatic leadership c. Strategic leadership d. Transactional leadership e. Virtual leadership

Virtual leadership

A _________ contracts out almost all of its functions except for the company name and managing the coordination among the contractors. a. lattice organization b. virtual organization c. network organization d. matrix organization e. community of practice

Virtual organization

In a __________ culture, employee values and behaviors are consistent with the organization's values, and the culture is receptive to change. a. strong negative b. strong positive c. weak negative d. weak positive e. moderate neutral

Weak positive

Positive reinforcement and negative reinforcement

Which two types of reinforcement are generally accepted as means for increasing the frequency of desired behavior?

After working in a fast-food restaurant for three years to pay for college tuition, Amanda vowed to never work in a restaurant again. But after graduation the only job offer she received was as a manager at a local restaurant. If Amanda accepts the job, it may result in __________ dissonance. a. attitudinal b. behavioral c. cognitive d. affective e. intentional

c

The accommodating strategy entails a _________ concern for one's interests and a high concern for the interests of the other party. a. high b. low c. fluctuating d. variable e. moderate

b

The ill-advised conflict resolution approach called _________ involves arguing vigorously for one's own opinions and refusing to change the position, regardless of what will have to be sacrificed. a. retaliating b. winning at all costs c. demeaning the other party d. displaying anger e. avoiding the conflict

b

According to the acquired needs framework, high-need achievers are not effective top managers because a. top managers are required to have too much formal education, which would not interest high-need achievers. b. top managers need to make risky decisions, and high-need achievers don't like to take any risks. c. top managers seldom receive immediate feedback, which high-need achievers seek. d. top managers are not able to delegate tasks, and high-need achievers prefer to delegate as much work to others as possible. e. top managers have a high need for human companionship, and high-need achievers do not.

c

Which type of negotiation occurs when any gain to one party is offset by an equivalent loss to the other? a. Mediation b. Conciliation c. Distributive negotiation d. Integrative negotiation e. Arbitration

c

________ conflict is a disagreement about how to accomplish something. a. Values b. Task c. Process d. Relationship e. Information

c

________ conflict is destructive, and focused on emotions and differences between two parties. a. Values b. Information c. Dysfunctional d. Constructive e. Structural

c

________ conflict occurs as a result of process features of the organization. a. Values b. Task c. Structural d. Relationship e. Information

c

Conflicts of interest about perceptions of fairness or trust occur due to ________ issues. a. security b. deep-level c. surface-level d. psychological e. physiological

d

Expectancy theory is difficult to apply directly in the workplace because it is so a. new. b. costly. c. simple. d. complex. e. time-consuming.

d

The most difficult performance factor to manage is a. environment. b. mastery. c. activity. d. motivation. e. equilibrium.

d

________ conflict balances the interests of both parties to maximize mutual gains and the attainment of mutual goals. a. Values b. Information c. Dysfunctional d. Constructive e. Structural

d

________ conflict occurs due to personality differences. a. Values b. Task c. Process d. Relationship e. Information

d

__________ commitment is defined as feeling obliged to stay with an organization for moral or ethical reasons. a. Dysfunctional b. Continuance c. Affective d. Normative e. None of these are correct

d

__________ conflict occurs across different hierarchical levels in the organization. a. Values b. Task c. Process d. Vertical e. Horizontal

d

__________ diversity reflects differences in attitudes or values, especially with regard to group goals or processes. a. The "like me" bias b. Disparity c. Ethnocentrism d. Separation e. Token

d

__________ involves a third party in a negotiation to overcome a stalemate between the parties. a. Conflict escalation b. Integrative negotiation c. Distributive negotiation d. Alternative dispute resolution e. Game theory

d

__________ is a general tendency of an individual to experience a particular mood or to react to things in a particular way or with certain emotions. a. Psychology b. Creativity c. Intelligence d. Affectivity e. Personality

d

The system-wide application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structures, and processes for improving organizational effectiveness is called

organization development

Each of the following is a reason to secure top management support for a change EXCEPT

to reduce fear of obsolescence

A leader who initiates change in a company by enhancing the culture of the work environment is using

transformational leadership

Group productivity depends on successful growth at each stage of the group development process.

TRUE

Which of the following questions does Vroom's decision tree approach purport to answer?

To what extent should my subordinates be involved in making decisions?

What type of leadership is focused on routine, regimented activities? a. Transformational leadership b. Charismatic leadership c. Strategic leadership d. Transactional leadership e. Virtual leadership

Transactional leadership

___________ leaders recognize the need for change and create a vision to guide that change.

Transformational

According to the leader-member exchange model (LMX) of leadership, the in-group of subordinates may receive more responsibility and autonomy.

True

An example of formalization is writing down job descriptions and procedures.

True

An organizational chart illustrates the chain of command and reporting relationships in a company.

True

A firm using unit production and making custom products would typically have a _________ structure with a smaller managerial span of control. a. flatter b. larger c. taller d. complex e. None of these are correct.

Flatter

When you notice that someone is tall, you are recognizing which type of diversity? a. Longitudinal diversity b. Surface-level diversity c. Deep-level diversity d. Attitudinal diversity e. Ethnocentrism

b

Intranets with a narrow scope can reinforce a culture of a. wisdom and humility. b. laziness and cheapness. c. focus and operational excellence. d. economy and efficiency. e. secrecy and information hoarding.

Secrecy and information hoarding

Which term refers to having a high concern with others' perceptions and adjusting one's behavior to fit the situation? a. Political skill b. Manipulation c. Machiavellianism d. Self-monitoring e. Vanity

Self-monitoring

Which of the following is NOT a dysfunctional behavior? a. Absenteeism b. Asking for a raise c. Turnover d. Sabotage e. Rudeness

b

Behavioral consequences of organizational stress include all of the following EXCEPT a. smoking. b. alcohol abuse. c. negative changes in attitudes. d. aggression. e. appetite disorders.

c

Businesses that use a __________ strategy focus on a narrow market segment or niche. a. cost leadership b. differentiation c. specialization d. growth e. psychological

c

All of the following are examples of an interpersonal demand stressor EXCEPT a. leadership style. b. personalities. c. group norms. d. strenuous labor. e. behavior expectations

d

All of the following are inputs an organization receives from its environment EXCEPT a. money. b. materials. c. people. d. employee behaviors. e. information.

d

An engineer who can solve complex mathematical equations is demonstrating strong a. interpersonal skills. b. problem-solving skills. c. conceptual skills. d. diagnostic skills. e. technical skills.

e

The compromising strategy entails a _________ concern for one's own interests and a high concern for the interests of the other party. a. variable b. fluctuating c. low d. high e. moderate

e

During the ____ phase of team implementation, managers should provide encouragement, monitor performance, and sometimes protect teams from those who want to see the team fail.

reality and unrest

The first step in the integrative framework for the implementation of task redesign is

recognition of a need for a change

When managers consider the impact of a change on the culture, the dominant coalition, as well as the people, tasks, and structure of the organization, they are

taking a holistic view of the issue

The two essential issues that must not be overlooked when implementing teams are

team performance and top management support.

According to Project GLOBE, which style of leadership emphasizes creating a sense of common purpose and includes being collaborative, diplomatic, and administratively competent?

team-oriented

Task characteristics that may substitute for leader behavior include all of the following EXCEPT

tediousness

38. What information condition lies between certainty and uncertainty in making decisions? (A) Risk (B) Coin tossing (C) Problem solving (D) Decision rules (E) Guesswork Answer

(A)

40. According to the rational decision-making approach, what is the second step of the decisionmaking process? (A) Identify the problem (B) Generate alternatives (C) Evaluate alternatives (D) State the situational goal (E) Determine the decision type Answer

(A)

76. The fourth step of the creative process is ___________. (A) Verification (B) Insight (C) Incubation (D) Preparation (E) Application Answer

(A)

An individual coping strategy to deal with workplace stress includes a. improving time management skills. b. engaging in regular exercise. c. participating in support groups. d. using relaxation techniques. e. All of these are correct

e

21. All of the following are forms of nonverbal communication EXCEPT (A) a pat on the shoulder (B) giving a speech (C) frowning (D) plush carpeting (E) the layout of office furniture Answer

(B)

50. When ____, the decision maker knowingly accepts less than the best possible outcome. (A) optimizing (B) suboptimizing (C) compromising (D) satisficing (E) narrowing Answer

(B)

55. ____ is the extent to which a decision maker is willing to gamble when making a decision. (A) Individual ethics (B) Risk propensity (C) Individual stressors (D) Organizational culture (E) Leadership style Answer

(B)

56. A person's beliefs about what constitutes right and wrong behavior are called (A) hypervigilance. (B) ethics. (C) self-reactions. (D) rationalizations. (E) escalations of commitment. Answer

(B)

56. Which type of noise occurs when the sender and the receiver have different opinions on the meaning of the same word? (A) jargon (B) semantics (C) loss of transmission (D) ambiguity (E) none of these Answer

(B)

57. Becoming involved in the process of listening to what others are saying and clarifying messages is called (A) passive listening. (B) active listening. (C) hearing. (D) feedback. (E) decoding. Answer

(B)

61. While driving home from a hard day at work, Susan finally realizes the solution to the problem she had been having with a certain customer. Susan just reached which stage of the creative process? (A) Instigation (B) Insight (C) Incubation (D) Verification (E) Preparation Answer

(B)

64. Giving people information that they did not ask for is a broadcast technique called (A) data mining. (B) data processing. (C) information pull. (D) information push. (E) information overload. Answer

(D)

98. Which of the following is NOT a category of prescriptions for preventing groupthink? (A) process prescriptions (B) individual prescriptions (C) leader prescriptions (D) group prescriptions (E) organizational prescriptions Answer

(D)

23. ____ is the process by which the receiver of the message interprets its meaning. (A) Communication (B) Language (C) Feedback (D) Encoding (E) Decoding Answer

(E)

33. ___________ is the portion of communication that enables a receiver to indicate receipt and understanding of a message. (A) Encording (B) Decoding (C) Noise (D) Symbolism (E) Feedbacck Answer

(E)

62. Moira is a manager whose subordinates have high readiness. According to the Hersey and Blanchard model of leadership, Moira should use which of the following styles?

Delegating

In the Hersey and Blanchard model of leadership, when leaders are faced with highly ready followers, they should rely on __________.

Delegating

_________ is the extent to which workers in an organization specialize as opposed to performing a variety of tasks as generalists. a. Segregation b. Departmentalization c. Differentiation d. Administrative component e. Division of labor

Division of labor

Research into the process of socialization indicates that socialization programs change new employees' values.

False

Reward power is limited to material rewards such as pay or work assignments.

False

Span of control is the degree to which rules and procedures shape employees' jobs and activities

False

Which term refers to a temporary committee formed to address a specific project or problem? a. Community of practice b. Task force c. Liaison role d. Direct contact e. Cross-functional team

Task force

According to Project GLOBE, which style of leadership emphasizes creating a sense of common purpose and includes being collaborative, diplomatic, and administratively competent?a. Participative b. Self-protective c. Humane-oriented d. Team-oriented e. Autonomous

Team-oriented

Why do younger workers seem to benefit from team environments?

Teams give them freedom to grow and manage themselves.

Managers interested in changing cultures should attempt to substitute stories and myths that support old cultural values with stories and myths that support new ones.

True

Managers of virtual organizations have to work harder to create and maintain relationships with their employees, compared to managers who have regular face-to-face contact with employees.

True

Many leaders today are expected to manage people by becoming more of a coach to employees.

True

A __________ reinforcement schedule is one in which the desired behavior is reinforced after an unpredictable amount of time has elapsed. a. variable-interval b. variable-ratio c. fixed-interval d. fixed-ratio e. continuous

a

A __________ reflects the size and strength of the statistical relationship between two variables. a. correlation b. mean c. mode d. standard deviation e. range

a

52. In a _________ culture, if an employee asks a manager for a raise and the answer is no, the manager might explicitly say no. (A) collectivistic (B) individualistic (C) low-context (D) high-context (E) none of these Answer

(C)

62. One important method for enhancing creativity is to make it a part of the organization's ____. (A) standard operating procedures. (B) decision-making processes. (C) culture. (D) strategic plans. (E) none of the above. Answer

(C)

Which attribute is considered positive in some cultures but not in others?

evasive

Which of the following is not a stage of group development?

friendship and social interactions

Psyche and her companies meet regularly to drink whiskey and play the ukulele.

friendship group

Maxine is a technical writer, as is everyone on her team.

functional team

As a coach, the organizational leader would perform all of the following as formal functions of the coaching role EXCEPT

gain an understanding of the values of their young workers

In the integrative framework for the implementation of task redesign, the step that follows cost-benefit analysis is

go/no-go decision

Dave doesn't usually get along with the other members of his marketing team, but when a huge deadline is unexpectedly pulled forward by one week, the team comes together, supports each other, and works together to get the project done. The experience brings them closer.

group cohesiveness

Which organizational source of resistance to change occurs when group norms act as a brake on individual attempts at behavior change?

group inertia

The Michigan studies on leadership sought to determine the pattern of leadership behaviors that are likely to result in effective

group performance

Which source of individual resistance to change is grounded in the fact that it is easier to do a job the same way every day, and learning an entirely new set of steps makes the job more difficult?

habit

When introducing job changes, managers must consider all of the following EXCEPT

how to limit what employees know about the changes

Which of the following is NOT a characteristic of Vroom's decision tree approach?

it assumes a high level of participation in decision making is best for all situations

All of the following are true regarding social loafing except

it is often a problem in very small groups.

Which source of individual resistance to change occurs when people do not alter their behavior because they don't realize that a change has been made?

lack of awareness

The central premise of the leadership substitutes perspective is that

leader behaviors may be irrelevant in some situations

During the ____ phase of team implementation, teams usually long for a system that resembles the old organizational structure.

leader-centered teams

The path-goal theory and the LPC model both state that

leadership effectiveness depends on characteristics of the situation

What term refers to factors that make leadership impossible?

leadership neutralizers

Which organizational source of resistance to change occurs because numerous organizational systems are in place to maintain stability?

overdetermination

According to Project GLOBE, which category of leadership behavior refers to the extent to which leaders are nonautocratic and involve others in making decisions?

participative

Who is often acknowledged after a change effort?

people who tried to stop it

Which leadership style of the Hersey and Blanchard model entails providing direction and defining roles?

telling

Studies have generally found that compared to out-group members, in-group members

tend to have higher levels of performance and satisfaction

A major difference between the behavioral approach and the LPC theory of leadership is that

the LPC theory contends that a leader's effectiveness depends on the situation

In LMX theory, what ultimately determines whether the follower becomes a member of an in-group or an out-group?

the leaders perception of the followers

The primary job of ____ is to create new products, processes, or businesses.

venture teams

A team that never actually meets together in the same room is called a

virtual team

19. Physical movements and body language are forms of (A) communication medium. (B) physical communication. (C) personal communication. (D) nonverbal communication. (E) visual communication. Answer

(D)

28. Ivan is trying to understand the concern of an angry customer, but several employees keep interrupting the conversion. These interruptions are an example of (A) static. (B) feedback. (C) miscommunication. (D) noise. (E) channel deficiency. Answer

(D)

29. Which of the following statements about programmed decisions is FALSE? (A) Information is readily available. (B) Specific methods for handling them exist. (C) They are highly structured. (D) Judgment and creativity are the basis of solution. (E) Goals are clear and well known. Answer

(D)

60. The creative process normally begins with a period of ____. (A) Verification (B) Insight (C) Incubation (D) Preparation (E) Application Answer

(D)

96. Relationships based on friendship and choice are called _________ ties. (A) organizational (B) fraternal (C) community (D) informal (E) formal Answer

(D)

97. Gustav, a low-level employee, thinks his manager is treating him unfairly. Unsure what to do, he reaches out to Gladys, a manager in another department, for advice. Which type of communication is this an example of? (A) upward (B) downward (C) horizontal (D) diagonal (E) informal Answer

(D)

Overdetermination is sometimes called (A) structural inertia. (B) organizational inertia. (C) group inertia. (D) group stability. (E) organizational stability.

A

People with a high need for power can be successful managers if they a. curb their desires when they might interfere with organizational relationships. b. lessen alienation with other employees. c. have a high need for affiliation. d. seek power to increase their standing in the organization. e. strive to get along with others.

A

Problems related to resistance, control, and power can be overcome by broad participation in planning the change. (A) True (B) False

A

A manager who has high concern for both people and production would be a ____ manager on the Leadership Grid. a. 1,9 b. 9,9 c. 9,1 d. 1,1 e. 5,5

B

A(n) _________ innovation is a major breakthrough that changes or creates whole industries. a. strategic b. radical c. systems d. incremental e. cultural

B

__________ conflict cultures strive to preserve order and control and/or to maintain harmony and interpersonal relationships. a. Dominating b. Collaborative c. Strategic d. Avoidant e. Passive-aggressive

Avoidant

A _________ reinforcement schedule is one in which the desired behavior is reinforced after an unpredictable number of instances. a. variable-interval b. variable-ratio c. fixed-interval d. fixed-ratio e. continuous

B

According to David McClelland, the desire for human companionship is called a need for _______. a. empowerment b. affiliation c. power d. achievement e. status

B

According to Herzberg's dual-structure theory, motivation factors were often cited as the primary causes of a. job enrichment and motivation. b. satisfaction and motivation. c. dissatisfaction and lack of motivation. d. loyalty and commitment. e. higher performance and pay.

B

According to Herzberg, _________ factors are intrinsic to the job and increase satisfaction. a. hygiene b. motivation c. acceptability d. happiness e. engagement

B

According to LPC theory, a situation that has low position power, high task structure, and good leader-member relations is a. maximally favorable b. very favorable c. moderately favorable d. very unfavorable e. maximally unfavorable

B

A ___________ is a permanent task force created to address specific problems or recurring needs.

Cross-functional team

During the ____ phase of team implementation, managers have withdrawn from the daily operations and are counseling teams. a. tightly formed teams b. start-up c. leader-centered teams d. self-managing teams e. reality and unrest

D

During the ____ phase of team implementation, managers should provide encouragement, monitor performance, and sometimes protect teams from those who want to see the team fail. a. self-managing teams b. tightly formed teams c. leader-centered teams d. reality and unrest e. start-up

D

Each of the following is associated with transformational leaders EXCEPT a. recognizing a need for change. b. creating a vision to guide change. c. having tremendous influence. d. managing routine work. e. executing change.

D

Equity theory provides several insights for managerial applications to everyday situations in the workplace. Which of the following statements is NOT true in this regard? a. People tend to take a multifaceted view of the rewards they receive from the organization. b. The basis for organizational rewards should be clearly communicated to employees. c. People base their experience of equity on their perceptions, which don't necessarily match reality. d. Formal and informal organizational rewards are equally observable to individuals when formulating equity perceptions. e. Employees' perceptions may differ from the manager's perceptions.

D

Group norms result from a combination of all of the following, except a. the task. b. the situation. c. the personality characteristics. d. the size of the group. e. the historical traditions of the group.

D

How much does corporate America invest in management development? (A) under a million dollars (B) millions of dollars (C) tens of millions of dollars (D) hundreds of millions of dollars (E) billions of dollars

D

In LMX theory, what ultimately determines whether the follower becomes in-group or out-group? a. the leader's competence b. the follower's competence c. the follower's perception of the leader d. the leader's perception of the follower e. the size of the work group

D

A group of department managers who meet periodically to establish corporate policy is an example of which type of group? a. Special project b. Friendship c. Task d. Interest e. Command

E

The main advantage of division of labor is that it promotes a. worker satisfaction. b. worker autonomy. c. the creation of stimulating jobs. d. efficient use of labor. e. increased employee motivation.

Efficient use of labor

Which of the following attributes is NOT culturally contingent? a. Risk taking b. Sensitive c. Evasive d. Cunning e. Egocentric

Egocentric

Which political tactic may entail getting an opponent promoted? a. Eliminating political rivals b. Building coalitions c. Leveraging technology d. Image building e. Controlling lines of communication

Eliminating political rivals

The degree to which power is shared and an employee has the authority to make and implement at least some decisions is called ___________.

Empowerment

__________ values and norms are exhibited by employees based on their observations of what actually goes on in the organization. a. Enacted b. Espoused c. Artifact d. Assumed e. Formal

Enacted

The strength or weakness of a culture reflects the degree to which the culture a. produces year-over-year bottom-line growth. b. outperforms competitors. c. maintains market dominance. d. encourages competition among employees. e. energizes employees by clarifying appropriate behavior.

Energizes employees by clarifying appropriate behavior

The attribution perspective holds that leadership behaviors stay constant in varying workplace contexts.

False

According to the LMX model, the leader's _________ is a small group of trusted subordinates given more autonomy and responsibility than others. a. in-group b. out-group c. vertical dyad d. task force e. elite group

In-group

According to the leader-member exchange model, subordinates in the __________ are likely to be privy to sensitive information.

In-group

____________ refers to going along in order to get ahead. a. Inaction b. Impression management c. Politics d. Upward influence e. Downward influence

Inaction

The in-group/out-group dichotomy is central to which model of leadership? a. Hersey and Blanchard b. Leader-member exchange c. Vroom's decision tree d. Least-preferred coworker e. Attribution theory

Leader-member exchange

David McClelland found that the primary driver of a leader's performance was the leader's a. lack of impulse control. b. need for approval. c. need for affiliation. d. need for achievement. e. need for power.

Need for power

A _________ is a collection of autonomous units or firms that act as a single larger entity, using social mechanisms for coordination and control. a. division b. l​attice c. network organization d. matrix e. bureaucracy

Network organization

In which type of organization do managers spend a lot of time coordinating and controlling the network of contractors and strategic alliances? a. Multinational organization b. Lattice organization c. Network organization d. Matrix organization e. Bureaucratic organization

Network organization

Johnny thinks that changing an organization's culture is like losing weight: It's difficult and it can be done, but the effect is usually temporary. Is Johnny correct? a. Yes, because once a culture is changed, it usually changes back. b. Yes, because once a culture starts to change, it is likely to continue to change. c. No, because changing an organization's culture is impossible. d. No, because changing an organization's culture is easy. e. No, because once a culture is changed, the new norms tend to remain in place.

No, because once a culture is changed, the new norms tend to remain in place

A centralized, heavily edited, and filtered intranet reflects a culture in which information flows __________ freely, and employee contributions are less valued. a. somewhat b. more c. moderately d. less e. None of these are correct.

None of these are correct

Individual characteristics that may render leader behavior unnecessary include all of the following EXCEPT a. experience. b. training. c. norms. d. professionalism. e. motivation.

Norms

Which of the following types of innovation is the least common? a. Strategic b. Radical c. Systems d. Incremental e. Cultural

Radical

Which influence tactic entails using logic and facts to persuade someone? a. Rational persuasion b. Consultation c. Personal appeals d. Empowerment e. Inspirational appeals

Rational persuasion

positive reinforcement.

Sara tries to always be on time for work because she once saw her supervisor give someone an award for good attendance. Sara is exhibiting learning through

A subunit's ____________________ is the extent to which others inside or outside of the organization can also perform its responsibilities.

Substitutability

Large organizations tend to have a _________ hierarchy and more specialization than small organizations. a. relaxed b. smaller c. greater d. shorter e. None of these are correct.

Greater

The subunits most capable of coping with uncertainty tend to have a. greater power. b. less power. c. moderate power. d. more intragroup conflict. e. more intergroup conflict.

Greater power

Which of the following describes someone with a 1,1 rating on the Leadership Grid?

I believe in doing the minimum amount of work in order to meet organizational goals.

Which of the following statements best reflects the costs of teams to organizations?

The difficulty of changing to a team-based organization

___________ leadership is essentially the same as the definition of management.

Transactional

An organization shouldn't seek to use every available technology but to leverage technologies available.

True

Assumptions are highly resistant to change.

True

All of the following are associated with transactional leaders EXCEPT

executing change

Which of the following is advised to effectively resolve conflicts in the workplace? a. Retaliating b. Expressing emotions honestly c. Meeting separately with people having conflict d. Demeaning the other party e. Winning at all costs

b

Which leadership style of the Hersey and Blanchard model allows followers to share in decision making?

participating

When you complete the Least-Preferred Coworker Scale, whom should you have in mind?

the person with whom you can work the least well

What conflict management style is appropriate when more information is needed or when addressing the conflict has the potential to create more problems? a. Accommodating b. Competing c. Avoiding d. Compromising e. Collaborating

c

What conflict management style is often used to set a precedent? a. Compromising b. Avoiding c. Competing d. Accommodating e. Collaborating

c

____ is a reward system commonly found in team environments. a. Skill-based pay b. Stock options c. Commission-based pay d. Annual profit sharing e. Seniority-based pay

A

role

A ____ is a set of expected behaviors associated with a particular position in a group or organization.

Which of the following is a true statement regarding the stages of group development?

A group that fully evolves through the four stages of development usually is productive.

What is the reasoning behind role modeling? a. Having managers act out the role of the subordinate gives them a better understanding of the subordinate's feelings. b. A manager should select subordinates who are similar to him or her. c. Having subordinates act out the role of manager in contrived settings gives them a better understanding of directives. d. A leader behaves in the same way that he or she wants subordinates to behave. e. A leader is more likely to build referent power if he or she is sensitive to others' needs and feelings.

A leader behaves in the same way that he or she wants subordinates to behave

A company that wants to promote a culture of openness and teamwork should ensure that its intranet has a a. broad scope. b. narrow scope. c. lot of censorship. d. limited update schedule. e. cluttered interface.

Broad scope

_________ is the process of creating and doing new things that are introduced into the marketplace as products, processes, or services. a. Organizational culture b. Intrapreneurship c. Entrepreneurship d. Innovation e. Strategy

D

An innovation business strategy would best support firms with which type of organizational structure? a. Centralization b. Decentralization c. Low specialization d. High formalization e. None of these are correct.

Decentralization

In Tom's company, employees are given an opportunity to participate in decision making related to policy development, which is known as a. formalized centralization. b. formalized concentration. c. decentralization. d. formalization. e. centralization.

Decentralization

____________________ means decision making occurs throughout the organizational hierarchy.

Decentralization

Employees are typically encouraged to make decisions and work collaboratively when the organizational structure is _________ a. centralized. b. flat. c. narrow. d. decentralized. e. None of these are correct.

Decentralized

_________ is the process through which children learn to become adults in a society. a. Entrepreneurship b. Intrapreneurship c. Innovation d. Organizational socialization e. Socialization

E

Which term refers to sharing power with employees and giving them the authority to make and implement at least some decisions? a. Abuse of power b. Coercion c. Empowerment d. Power e. Leadership

Empowerment

____ power is granted by virtue of one's position in the organization. a. Legitimate b. Reward c. Coercive d. Expert e. Referent

Legitimate

Which influence tactic entails enhancing one's formal authority to make a certain request by referring to rules, precedents, or official documents? a. Exchange b. Pressure c. Coalition d. Ingratiation e. Legitimating

Legitimating

Which influence tactic should be used early if you expect doubts about the validity of your request? a. Exchange b. Pressure c. Coalition d. Ingratiation e. Legitimating

Legitimating

Implementing teams in organizations is not easy; it takes a lot of hard work, time, training, and patience.

TRUE

What term refers to making informal or formal appeals to organizational superiors for intervention? a. Downward appeal b. Upward appeal c. Inspirational appeal d. Managerial appeal e. Coalition formation

Upward appeal

Which political tactic entails using "neutral" third parties who are actually paid and directed by someone, or otherwise predisposed to act in her favor?a. Game playing b. Controlling the agenda c. Using outside experts d. Controlling information e. Controlling decision parameters

Using outside experts

Low

Usually, high work stress results in ___________ job performance.

Which psychologist's work laid the foundation for the study of behavior modification? a. David McClelland b. Douglas McGregor c. Clay Alderfer d. Abraham Maslow e. B.F. Skinner

e

Which of the following can act as a leadership neutralizer? a. high intergroup conflict b. high intragroup conflict c. high group cohesiveness d. low group cohesiveness e. ambiguous project parameters

C

___________ is a form of interpersonal attraction that inspires support and acceptance.

Charisma

Which leadership style is characterized by firm self-confidence? a. Transformational b. Charismatic c. Transactional d. Delegating e. Attributive

Charismatic

An organizational ___________ shows all the people, positions, reporting relationships, and lines of formal communication in the organization.

Chart

A __________ conflict culture is active and agreeable, resolving conflicts cooperatively.

Collaborative

A person who feels equitably treated is motivated to ________. a. look harder for signs of inequity b. work harder c. change the way things are d. keep things the way they are e. work less hard

D

Which of the following is not one of the purposes of norms?

Norms regulate group members' thoughts and feelings.

The concept of ____ is essential to the definition of groups presented in your text.

interaction

A heterogeneous group is more likely to be productive when the task is complex, requires a collective effort, and demands creativity.

TRUE

A task group is relatively temporary and formal.

TRUE

65. Which technology began as an informal communication channel but has since evolved into a primary and formal means of business correspondence for many organizations? (A) voice mail (B) email (C) instant messaging (D) videoconferencing (E) Post-It Notes Answer

(B)

74. A communication medium's _________ reflects the speed at which it lets the receiver provide feedback. (A) adaptability (B) personal focus (C) language variety (D) ability to transmit multiple cues (E) interactivity Answer

(E)

84. In the study of groupthink, what term refers to self-appointed members who shield the group from conflicting information? (A) group rationalizers (B) group poles (C) risky shifters (D) self censors (E) mindguards Answer

(E)

86. Formal communications CANNOT be which one of the following? (A) upward (B) downward (C) horizontal (D) diagonal (E) any of these can be formal communications Answer

(E)

86. To help prevent groupthink, leaders should assign the role of "_____________" to each group member to allow each member to freely voice objections and doubts. (A) warning dismisser (B) risky shifter (C) unquestioned believer (D) mindguard (E) critical evaluator Answer

(E)

The median age in the United States has gradually increased over the last several decades. (A) True (B) False

A

The most significant shortcoming of the scientific management approach was that it a. overstated the importance of money b. understated the importance of money c. was funded by large corporations d. was not actually scientific e. did not produce any positive results

A

The third step in Lewin's Process Model of change is (A) refreezing. (B) unfreezing. (C) change itself. (D) planning. (E) observing.

A

The two essential issues that must not be overlooked when implementing teams are a. team performance and top management support. b. implementation and team performance. c. starting at the top and member loyalty. d. team performance and team motivation. e. team motivation and reward systems.

A

positive affectivity.

A person who tends to see things in a positive light and appears to be in a good mood most of the time has a high level of

The structure of an organization is defined as a. the basic purpose of the organization. b. the sum of the individual working arrangements in place in an organization. c. a system of task, reporting, and authority relationships. d. a system of relationships that provides a framework of people. e. the basis through which individual activities are monitored.

A system of task, reporting, and authority relationships.

Carlos is a leader who has led his company by closely evaluating performance. Carlos can be best described as a. a charismatic leader. b. a transactional leader. c. a transformational leader. d. an industrial/organizational leader. e. a strategic leader.

A transactional leader

In the leader-member exchange model (LMX), each superior-subordinate pair is referred to as a. a matched set. b. an out-group. c. a linking mechanism. d. a vertical dyad. e. an in-group.

A vertical dyad

The Two-Factor Theory was developed by which of the following theorists? a. David McClelland b. Douglas McGregor c. Clay Alderfer d. Abraham Maslow e. Frederick Herzberg

e

________ conflict occurs when people are misinformed or interpret things differently. a. Values b. Task c. Process d. Relationship e. Information

e

__________ conflict occurs between groups at the same organizational level. a. Values b. Task c. Process d. Vertical e. Horizontal

e

A group is homogeneous if

members are similar in one or several ways that are critical to the work of the group.

Amanda often helps new employees learn the ropes and prepare to advance within the organization. Amanda is filling which role?

mentor

Employees born between 1980 and 2000 are referred to as

millennials

In Lewin's process model of change, the process by which new behaviors are made relatively permanent and resistant to further change is called

refreezing

All of the following describe characteristics of organizational change EXCEPT

resistance to change should be eliminated

80. Satisficing refers to making a(n) _________ rather than _________ decision. (A) intuitive, rational (B) short-term, long-term (C) correct, incorrect (D) optimal, satisfactory (E) satisfactory, optimal Answer

(E)

According to equity theory, which of the following ratios do people consider when deciding whether they are being treated equitably? a. inputs : outcomes b. performance : rewards c. effort : probability of success d. status : competence e. motivation : ability

A

According to Vroom, a _________ style requires the least input from the manager. a. delegate b. consult (group) c. consult (individually) d. facilitate e. decide

A

In the continuous change process model, the person responsible for managing the change effort is called a(n) (A) transition manager. (B) change agent. (C) ombudsman. (D) modification mogul. (E) evolution emissary.

B

An organization with _________ structure is likely to succeed in a rapidly changing environment. a. less flexible b. more formalized c. more bureaucratic d. more mechanistic e. more flexible

More flexible

Usually, high work stress results in __________ job performance. a. equal or better b. decreased c. no effect on d. increased e. usually increased, but sometimes decreased

b

__________ refers to individual factors that cannot be seen directly, such as goals, values, personalities, decisionmaking styles, knowledge, skills, abilities, and attitudes. a. Surface-level diversity b. All-level diversity c. Deep-level diversity d. Ethnocentrism e. Cultural competence

c

Which organizational source of resistance to change occurs when changes related to tasks ignore the interdependence among organizational elements such as people, structure, tasks, and the information system?

narrow focus of change

A union contract that prohibits a supervisor from giving workers incentives for higher performance is an example of a leadership

neutralizer

Individual characteristics that may render leader behavior unnecessary include all of the following EXCEPT

norms

Which organizational source of resistance to change occurs when a job redesign or a structural change transfers responsibility for a specialized task from the current expert to someone else?

threatened expertise

The difference between leadership substitutes and leadership neutralizers is that substitutes make leadership _________, whereas neutralizers make leadership impossible.

unnecessary

66. Which technology is similar to electronic mail but instead of writing, a spoken message is digitized and sent to someone to be retrieved and listened to later? (A) voice mail (B) email (C) instant messaging (D) videoconferencing (E) telework Answer

(A)

72. What term refers to an individual's chronicles of personal thoughts and interests and can function as an online diary? (A) blog (B) portal (C) webcast (D) podcast (E) wiki Answer

(A)

33. One basis for making programmed decisions is (A) a lack of information. (B) a set of decision rules. (C) creativity. (D) movement. (E) group formation. Answer

(B)

34. If a customer voices a complaint about food taste and temperature, certain restaurants always offer a complimentary meal. This represents (A) a standard decision. (B) a decision rule. (C) a nonprogrammed decision. (D) experience. (E) cognitive dissonance. Answer

(B)

Many efforts to create change in organizations adopt too narrow a focus. (A) True (B) False

A

The group members express their views more openly in the ____ stage of group development? a. mutual acceptance b. communication and decision making c. productivity d. control and organization e. motivation

B

The group of people born between 1980 and 2000 are called (A) Generation X. (B) Millennials. (C) Generation Y. (D) Generation Z (E) Baby-boomers.

B

The internet was an example of which kind of innovation? a. strategic b. radical c. systems d. incremental e. cultural

B

A team ____________ is a written agreement among team members establishing ground rules about the team's processes, roles, and responsibilities. a. outline b. commitment c. contract d. agreement e. quality circle

C

A team that is comprised of members from different departments or functional areas is a(n) a. interdisciplinary team. b. work team. c. cross-functional team. d. problem-solving team. e. quality circle.

C

According to David McClelland, the desire to control, influence, or be responsible for others is called a need for _______. a. empowerment b. affiliation c. power d. achievement e. status

C

According to Hersey and Blanchard, what does appropriate leader behavior depend on? a. follower personality b. follower loyalty c. follower readiness d. organizational budgets e. intragroup conflict

C

A major problem of training programs is (A) identifying actual training needs. (B) finding the time and funding for the training effort. (C) motivating employees to want to learn. (D) transferring employee training to the workplace. (E) finding "role model" trainers.

D

A manager who cares neither about people nor about production would be a ____ manager on the Leadership Grid. a. 1,9 b. 9,9 c. 9,1 d. 1,1 e. 5,5

D

A person's confidence in his or her ability to organize and execute the courses of action necessary to accomplish a specific task is called ____________. a. self-righteousness b. self-sufficiency c. self-esteem d. self-efficacy e. self-determination

D

A shortage of ______ factors will lower satisfaction and cause employees to focus on _______ factors, which will produce feelings of dissatisfaction if they are missing. a. negative, positive b. positive, negative c. hygiene, motivation d. motivation, hygiene e. lower, indifference

D

A(n) _______ is a person who engages in leadership activities but whose right to do so has not been formally recognized. a. team manager b. team specialist c. executive d. informal leader e. none of the above

D

A(n) _________ conflict culture strives to preserve order and control and/or to maintain harmony and interpersonal relationships. a. dominating b. collaborative c. strategic d. avoidant e. passive-aggressive

D

Which of the following is NOT a good "netiquette" tip for managers?

Do not CC or BCC anyone when using email to discuss employee performance

Videoconferencing, instant messaging, electric meetings, and even conference calls are considered __________ technology. a. asynchronous b. futuristic c. team-specific d. ineffective e. synchronous

E

The values that make up organization culture are usually a. discussed among employees. b. popularized in the company. c. taken for granted. d. used as a strategic planning tool. e. celebrated on a monthly basis.

Taken for granted

Which of the following may help explain the pattern of differences between men and women leaders?

Women tend to have stronger interpersonal skills

The scientific management theory of motivation was developed by which of the following theorists? a. Frederick Taylor b. David McClelland c. Abraham Maslow d. Clay Alderfer e. Frederick Herzberg

a

Which type of reinforcement schedule uses the element of surprise by reinforcing behavior after an unpredictable amount of time has elapsed? a. Variable-interval b. Fixed-ratio c. Fixed-interval d. Variable-ratio e. Continuous

a

Information processing and communication changes include all of the following EXCEPT

organizations will have systematic plans for change

In LPC theory, what factor is presumed to have the second biggest effect on the favorableness of a situation? a. Task structure b. Leader-member relations c. Leader position power d. Leader personality e. Organizational structure

A

In the ____ phase of team implementation, enthusiasm runs high and the anticipation of employees is quite positive. a. self-managing teams b. start-up c. leader-centered teams d. tightly formed teams e. reality and unrest

B

In the expectancy model of motivation, which term refers to the perceived value of a given reward or outcome? a. perception b. expectancy c. valence d. strength e. generality

C

In the wake of recent corporate scandals, the behaviors of top leaders a. have lost much of their impact. b. are now matters of public record. c. are being scrutinized more closely than ever. d. have become synonymous with greed. e. have become almost forgotten history.

C

The values that make up organization culture are often ____. a. discussed among employees. b. popularized in the company. c. taken for granted. d. used a strategic planning tool. e. celebrated on a monthly basis.

C

When cohesiveness is ____ and norms are ____ compatible with organizational goals, productivity is the highest. a. low; not b. high; not c. high; highly d. present; highly e. low; highly

C

When the gasoline engine was combined with bicycle and carriage technology to create automobiles, that was an example of which kind of innovation? a. strategic b. radical c. systems d. incremental e. cultural

C

Which leadership style of the Hersey and Blanchard model allows followers to share in decision making? a. Telling b. Selling c. Participating d. Delegating e. Situational

C

Which of the following is an accurate description of the leadership differences between men and women? a. Male leaders are more controlling. b. Male leaders are more task focused. c. Female leaders are more democratic in making decisions. d. Female leaders are more nurturing. e. There are virtually no differences between male and female leaders.

C

Which of the following organizational sources of resistance occurs when decision-making authority is redistributed? (A) Fear of the unknown (B) Narrow focus of change (C) Threatened power (D) Habit (E) Resource allocation

C

If a Japanese firm were to send an executive to head up the firm's operations in the United States, the executive would likely need to a. focus more on collective benefits than individual benefits. b. train U.S. employees to behave more like Japanese employees. c. replace male senior managers with females. d. develop a new theory of cross-cultural leadership. e. change his or her leadership style.

Change his or her leadership style

Which of the following traits forms the basis of Robert House's theory of leadership? a. Job-centered behavior b. Employee-centered behavior c. Initiating structure d. Consideration e. Charisma

Charisma

____ power exists when a person has the ability to punish or harm someone else. a. Legitimate b. Reward c. Coercive d. Expert e. Referent

Coercive

Which political tactic entails trying to influence decisions before they are made? a. Game playing b. Controlling the agenda c. Using outside experts d. Controlling information e. Controlling decision parameters

Controlling decision parameters

Transition management (A) is the responsibility of an outside consultant. (B) is the responsibility of the change agent. (C) relieves the regular management team of its normal duties. (D) halts business as usual during the change process. (E) deals with the unintended consequences of change.

E

Employees who exhibit compliance are following a leader's directions but are not exerting extraordinary effort to accomplish those directions.

True

28. A decision maker's actions should be guided by (A) personal opinions. (B) a goal. (C) an operating budget. (D) interpersonal relationships. (E) a code of honor. Answer

(B)

65. All of the following are features of group discussion that contribute to group polarization EXCEPT (A) group members could take an extreme view of an opinion (B) task uncertainty can be impacted by the decision (C) persuasive arguments can encourage polarization (D) members may feel they are not individually responsible (E) members will accept a more radical decision from their own Answer

(B)

69. What term refers to a website stored on a computer that is connected to other company computers by an internal network? (A) internet (B) intranet (C) extranet (D) collaboration software (E) world wide web Answer

(B)

According to David McClelland, the desire to master complex tasks or to do things better or more efficiently is called a need for _______. a. empowerment b. affiliation c. power d. achievement e. status

D

According to LPC theory, a situation that has high position power, low task structure, and poor leader-member relations is a. maximally favorable b. very favorable c. moderately favorable d. very unfavorable e. maximally unfavorable

D

Which of the following is NOT a good "netiquette" tip for managers? a. Be careful not to disseminate confidential information. b. Never use email if the message if highly complex or technical. c. Do not CC or BCC anyone when using email to discuss employee performance. d. Never use email to fire anyone or deliver any type of bad news. e. Do not rely on email so much that you forgo personal contact.

Do not CC or BCC anyone when using email to discuss employee performance

Which of the following types of innovation do other innovations often rely on? a. Strategic b. Radical c. Systems d. Incremental e. Cultural

Incremental

Which of the following types of innovation is the most common? a. Strategic b. Radical c. Systems d. Incremental e. Cultural

Incremental

The use of humor may contribute to which influence tactic? a. Exchange b. Pressure c. Coalition d. Ingratiation e. Legitimating

Ingratiation

Research suggests that male leaders are, on average, ____________ than female leaders. a. more charismatic b. less nurturing c. more nurturing d. less autocratic e. more autocratic

More autocratic

Compared to wider spans of control, narrow spans of control are _________ and provide more supervision. a. more structured b. less structured c. less costly d. more costly e. of equal cost

More costly

A subunit's _________ is the extent to which it influences the work of other subunits and has a critical impact on the firm's key product or service. a. referent power b. uncertainty c. resource scarcity d. centrality e. substitutability

Centrality

When individuals or groups throughout the hierarchy are not given an opportunity to participate in decision making, authority is a. centralized. b. efficient. c. specialized. d. flexible. e. decentralized.

Centralized

organizational commitment.

George is highly committed and has an attachment to the organization where he works. He feels he is a true member of the company. George is demonstrating

In a ____________, regional and/or country managers are given substantial autonomy to adapt strategies to fit local situations. a. global area division structure b. regional lattice structure c. regional headquarters structure d. global product division structure e. global transnational division structure

Global area division structure

The most common means of developing innovation in the traditional organization is through a. entrepreneurship b. intrapreneurship c. radical innovation d. corporate research e. a chief innovation officer

D

The number of people born in the U.S. between 1945 and 1960 was approximately (A) 38 million. (B) 27 million. (C) 100 million. (D) 56 million. (E) 38 million.

D

The silent treatment is most common within _________ conflict cultures. a. avoidant b. dominating c. collaborative d. passive-aggressive e. none of these

D

Whose theory is the Hierarchy of Needs? a. David McClelland b. Douglas McGregor c. Clay Alderfer d. Abraham Maslow e. Frederick Herzberg

D

The start-up phase of team implementation includes which of the following?

Informational or "awareness" training

Generation X includes people who were born (A) between 1930 and 1945. (B) between 1910 and 1930. (C) between 1945 and 1960. (D) between 1970 and 1980. (E) between 1960 and 1980.

E

In its simplest form, reinforcement theory suggests that behavior is a function of a. equity perceptions. b. emotional states. c. attitudes. d. subconscious perceptions. e. consequences.

E

In which stage is the group considered to be mature? a. Communication and decision making b. Motivation c. Productivity d. Mutual acceptance e. Control and organization

E

Intranets with a narrow scope can reinforce a culture of a. wisdom and humility. b. laziness and cheapness. c. focus and operational excellence. d. economy and efficiency. e. secrecy and information hoarding.

E

The primary job of ____ is to create new products, processes, or businesses. a. interdisciplinary teams b. quality circles c. problem-solving teams d. work teams e. venture teams

E

Which of the following is NOT a common theme of organizational culture? a. being casual or formal b. innovation c. ethics d. collaboration e. All of these are common themes of organizational culture.

E

Which of the following is NOT a goal of team building? (A) setting team goals and priorities (B) analyzing how work is performed (C) examine how a group is working (D) examine relationships among the people doing the work (E) All of these are goals of team building.

E

Who developed the Two-Factor Theory? a. David McClelland b. Douglas McGregor c. Clay Alderfer d. Abraham Maslow e. Frederick Herzberg

E

Who is often acknowledged after a change effort? (A) People who were hired once the change began. (B) People who were hired only after the change had ended. (C) People who worked hardest to speed up the change. (D) People who quickly grasped new work assignments. (E) People who tried to stop it.

E

Characteristics of the organization that may substitute for leadership include all of the following EXCEPT a. rules and procedures. b. physical distance between supervisor and employee. c. rigid reward structure. d. plans and goals. e. experienced workforce.

Experienced workforce

Which type of power does NOT rely on external motivation and obligatory obedience? a. Expert b. Coercive c. Reward d. Legitimate e. None of these are correct.

Expert

____ power exists when a person has valuable skills or knowledge. a. Legitimate b. Reward c. Coercive d. Expert e. Referent

Expert

Increasing group interaction will not usually affect the cohesiveness of the group.

FALSE

Management teams are teams that may never actually meet together in the same room, but instead rely on teleconferencing and other electronic information systems.

FALSE

Which of the following terms refers to a person or group's potential to influence another person or group to do something that would otherwise not have been done? a. Strength b. Politics c. Charisma d. Coercion e. Power

Power

A large organization's legal department is staffed solely with lawyers. This illustrates a. matrix structure. b. functional structure. c. bureaucratic structure. d. prebureaucratic structure. e. lattice structure.

Prebureaucratic structure

Which type of structure do new or young organizations typically have? a. Matrix structure b. Functional structure c. Bureaucratic structure d. Prebureaucratic structure e. Lattice structure

Prebureaucratic structure

How does a supervisor initiate in-group or out-group relationships with subordinates? a. The decision may be based on personal compatibility and subordinate competence. b. Assignment into a group is based on the results of the supervisor's least-preferred coworker scale. c. Subordinates are allowed to move freely between the in-group and out-group. d. Newer employees comprise the in-group until they learn their jobs, at which point they transfer to the out- group. e. The relationships develop in a random, unpredictable fashion.

The decision may be based on personal compatibility and subordinate competence.

__________ is important because it helps organizations ensure they are complying with Title VII of the Civil Rights Act of 1964. a. Corporate ethics b. Corporate responsibility c. Organizational management d. Diversity management e. None of these are correct

d

70. According to the rational decision-making approach, what is the fourth step of the decisionmaking process? (A) Identify the problem (B) Generate alternatives (C) Evaluate alternatives (D) State the situational goal (E) Determine the decision type Answer

(B)

73. A communication medium's _________ reflects the extent to which the medium can carry nonverbal cues, provide rapid feedback, convey personality traits, and support the use of natural language. (A) poorness (B) richness (C) technological advancement (D) realism (E) clarity Answer

(B)

73. Being able to see similarities between situations, phenomena, or events is a creative ability called ____ thinking. (A) referent (B) convergent (C) divergent (D) emergent (E) parallel Answer

(B)

63. The internet allows people to access only the information they want, a broadcast technique called (A) data mining. (B) data processing. (C) information pull. (D) information push. (E) information overload. Answer

(C)

64. All of the following are symptoms of groupthink EXCEPT (A) an illusion of invulnerability. (B) collective efforts to rationalize or discount warnings. (C) a lack of idea promotion from the group leader. (D) stereotyped views of enemy leaders. (E) direct pressure on members who present contrary views. Answer

(C)

77. A communication medium that allows the speaker to express emotions and social cues is said to have a high (A) adaptability. (B) personal focus. (C) language variety. (D) ability to transmit multiple cues. (E) interactivity. Answer

(B)

79. Which of the following communication media has the lowest richness? (A) telephone (B) formal written correspondence (C) email (D) videoconferencing (E) instant messaging Answer

(B)

34. The medium used to send information is called the (A) decoder. (B) encoder. (C) channel. (D) message. (E) feedback. Answer

(C)

Which of the following is the final stage of group development? a. Control and organization b. Mutual acceptance c. Cohesiveness d. Homogeneity e. Conflict and reorganization

A

________ happens when people are motivated to look good to others and want to maintain a positive self-image a. Managerial intervention b. Social facilitation c. Groupthink d. Social loafing e. Group cohesiveness

B

Organizations pursuing a strategy of keeping costs and prices low usually try to develop a competitive advantage using which of the following? a. Operational excellence b. Differentiation c. Cost analysis d. Employee training e. Product innovation

a

If a student typically gets high grades in all courses, but then receives a low grade on a quiz in one of the classes, what is the student exhibiting? a. High attribution b. High distinctiveness c. High consensus d. High consistency e. High congruence

b

If an organization's managers show bigotry or prejudice toward a group of employees, what are the potential consequences to the organization? a. There are no consequences to a business that exhibits prejudice or bigotry. b. Financial and legal consequences could result. c. Only legal consequences can result. d. Only financial consequences can result. e. None of these are correct.

b

The three steps of Lewin's model of planned change are unfreezing, change, and refreezing. (A) True (B) False

A

Division of labor is the separation of work into different jobs to be done by different people.

True

Efficient use of labor is one of the advantages of division of labor.

True

The definition of groups presented in your text omits any requirement of

group goals

Lewin's process model of systematic change includes

three steps

Formalization tends to delineate rules and procedures for employees' jobs

True

Process analysis involves developing plans for improvement. (A) True (B) False

A

Transition management

deals with the unintended consequences of change

Which of the following is a type of informal group?

friendship

Employees must be prepared for constant change. (A) True (B) False

A

Deming's __________ cycle of continuous improvement identifies fourteen principles that make any organization efficient and capable of solving problems. a. plan-do-check-act b. check-research-study-do c. act-interpret-evaluate-plan d. do-understand-analyze-plan e. research-analyze-evaluate-understand

a

The __________ variable in an experiment is the criterion, which researchers expect is affected by another factor. a. dependent b. independent c. codependent d. interdependent e. control

a

When a third party facilitates a discussion using persuasion and logic, suggests alternatives, establishes each side's priorities, and suggests a nonbinding settlement, the process is called a. mediation. b. conciliation. c. distributive negotiation. d. integrative negotiation. e. arbitration

a

Which conflict resolution behavior entails writing down areas of agreement and disagreement to ensure common understanding and clear communication? a. Documenting b. Perspective taking c. Smoothing d. Reaching out e. Focusing on interests

a

Which conflict resolution strategy embodies a "we both win some and lose some" mindset? a. Compromising b. Avoiding c. Competing d. Accommodating e. Collaborating

a

Which of the following is an example of surface-level diversity? a. Ethnicity b. Pay differences c. Knowledge d. Work experience e. Personality

a

Which of the following is an example of a conceptual skill? Select all that apply. a. Selecting which of two mutually exclusive market opportunities to pursue b. Deciding whether to undertake a risky acquisition c. Developing a new product idea that will help your organization dominate a competitive market d. Persuading an employee to take on additional work during a busy shift e. Determining which of three CEO candidates has the vision that is most compatible with the needs of the company

a, b, c, d

Situations with implicit plans and goals and a malleable reward structure require a __________ degree of leadership.

high

Researchers at Ohio State investigating the issue of stability of leader behaviors over time found that

an individuals leadership pattern did not change much in similar situations

In the wake of recent corporate scandals, the behaviors of top leaders

are being scrutinized more closely than ever.

Herzberg's two-factor, dual-structure theory was a response to the prevailing thinking that a. job loyalty ranged from loyalty to disloyalty. b. job satisfaction ranged from satisfaction to dissatisfaction. c. job motivation ranged from motivation to demotivation. d. job ability ranged from ability to disability. e. job motivation ranged from progression to regression.

b

Organizational behavior can best be described as a. simple. b. complex. c. confusing. d. insignificant. e. effortless.

b

Removal of current or future unpleasant consequences to increase the likelihood that someone will repeat a behavior is called a. positive reinforcement. b. negative reinforcement. c. punishment. d. extinction. e. classical conditioning

b

In the integrative framework for the implementation of task redesign, which of the following is NOT diagnosed during the "diagnosis of the work system and context" step?

board of directors diversity

A __________ reinforcement schedule is one in which the desired behavior is reinforced after a certain amount of time has passed. a. variable-interval b. variable-ratio c. fixed-interval d. fixed-ratio e. continuous

c

A __________ worker is not employed by the company full-time. a. tiered b. knowledge c. contingent d. direct e. flex-time

c

According to Herzberg, once a state of no dissatisfaction has been reached, a. the manager should strive to create a feeling of equity among all employees. b. the employee will naturally be satisfied so managers need not focus on employees' individual needs. c. further attempts to enhance motivation via the hygiene factors will not be effective. d. the employee will be motivated to achieve but some attention from managers can increase motivation further. e. a manager's increased attention to motivation factors will not be effective.

c

According to Maslow's hierarchy of needs, __________ needs are people's most basic requirements. a. growth b. security c. physiological d. self-actualization e. esteem

c

Karson Photography Studios previously hired and managed its own custodial staff, but the company recently started contracting this work to a cleaning company. This is an example of a. corporate governance. b. offshoring. c. outsourcing. d. nearshoring. e. insourcing.

c

Medical consequences of stress include all of the following EXCEPT a. strokes. b. ulcers. c. accident proneness. d. heart attacks. e. headaches.

c

Which of the following is NOT stated in the GAS model? a. Everyone has a stress threshold. b. Some people cannot tolerate much stress at all. c. Prolonged exposure to stress results in a greater tolerance for future stress. d. Some people can tolerate a great deal of stress. e. Each person has a normal level of resistance to stressful events

c

An organization begins using environmentally friendly cleaning products in all of its corporate offices. This is an example of a. corporate culture. b. corporate governance. c. cultural competence. d. corporate responsibility. e. cross-cultural competence

d

What is the most important factor in maximizing the positive effects of a diverse workforce within an organization? a. A clearly written policy manual b. Support from lower-level managers c. Affirmative action d. Top management support e. Labor unions

d

Which of the following is an example of an interpersonal skill? Select all that apply. a. Designing a new logo for a major advertising client b. Figuring out why the number of quality applicants to a five-star restaurant is decreasing c. Coming up with a new product idea that will help your organization dominate a competitive market d. Persuading an employee to take on additional work during a busy shift e. Writing software code for a new search engine

d

Which of the following is most appropriate when a manager realizes he or she has inadvertently been rewarding a behavior he or she wants to discourage? a. Positive reinforcement b. Negative reinforcement c. Punishment d. Extinction e. Classical conditioning

d

Which of the following refers to the perceived fairness of the way the outcome was generated? a. Managerial fairness b. Organizational fairness c. Interactional fairness d. Procedural fairness e. Distributive fairness

d

Which of the following is NOT one of the four key areas of skill development suggested by professionals in conflict resolution training? a. Communicating nonverbally b. Questioning c. Listening d. Mediating e. Avoiding

e

Which of the following is a basic cause of stress in organizations? a. Life change b. Life trauma c. Intrinsic demands d. Extrinsic demands e. Physical demands

e

When cohesiveness is ____ and norms are ____ compatible with organizational goals, productivity is the highest.

high; highly

Which source of individual resistance to change occurs when people fear that change will make their jobs obsolete or reduce their opportunities for future pay increases?

economic factors

Which of the following attributes is NOT culturally contingent?

egocentric

The size or number of people that constitute a group is

two or more

A major problem with training programs is transferring employee learning to the workplace. (A) True (B) False

A

Which response to influence entails rejecting the influence attempt and actively trying to stop the influencer from doing what she is trying to do? a. Passive resistance b. Commitment c. Compliance d. Active resistance e. Loyalty

Active resistance

Collaborative conflict cultures have which of the following conflict management norms? a. Dominating b. Passive c. Agreeable d. Disagreeable e. Strategic

Agreeable

The areas in which the pressures for change appear most powerful involve all of the following EXCEPT

All of these are powerful pressures for change

Grouping employees by ___________ is similar to grouping them by output, except that the focus is on specific job tasks rather than on what the final product is. a. work process b. employee knowledge and skills c. business function d. client e. location

Client

Southwest Airlines has __________ conflict culture. a. an avoidant b. a dominating c. a collaborative d. a passive-aggressive e. None of these are correct.

Collaborative

Which response to influence entails endorsing the influence attempt and becoming an actively involved participant? a. Passive resistance b. Commitment c. Compliance d. Active resistance e. Loyalty

Commitment

A ____________ is a group of people whose shared expertise and interest in a joint enterprise informally binds them together.

Community of practice

A group of civil engineers who share their knowledge and insights with other civil engineers is an example of a a. structured organization. b. virtual organization. c. community of practice. d. task force. e. cross-functional team.

Community of practice

Which term refers to a group of people whose shared expertise and interest in a joint enterprise informally binds them together? a. Community of practice b. Task force c. Liaison role d. Direct contact e. Cross-functional team

Community of practice

Which of the following influence tactics is generally the most effective? a. Coalition tactics b. Consultation c. Personal appeals d. Legitimating tactics e. Ingratiation

Consultation

When a firm uses _________ production, the organization typically uses machines to make the products while employees monitor the machines and implement changes.

Continuous

Little supervision is required with which type of production? a. Unit production b. Mass production c. Continuous production d. A primary production system e. A matrix structure

Continuous production

When a firm uses _________, products are created on machines, and employees monitor those machines and implement changes. a. unit production b. mass production c. continuous production d. a primary production system e. a matrix structure

Continuous production

Which of the following is one of the four basic factors that affect group performance? a. Escalation of commitment b. Groupthink c. Task deformation d. Composition e. Social loafing

D

Moira is a manager whose subordinates have high readiness. According to the Hersey and Blanchard model of leadership, Moira should use which of the following styles? a. Telling b. Selling c. Participating d. Delegating e. Situational

Delegating

Which leadership style of the Hersey and Blanchard model entails allowing followers to work independently with little or no overseeing? a. Telling b. Selling c. Participating d. Delegating e. Situational

Delegating

All of the following are mechanisms that can affect the socialization of workers EXCEPT a. reading corporate statements about organization culture. b. observing experienced employees. c. reading corporate pamphlets. d. attending formal training. e. All of these are mechanisms.

E

Which source of individual resistance to change occurs when people resist change for fear of what others will think? (A) economic factors (B) habit (C) fear of the unknown (D) lack of awareness (E) social factors

E

The system of reporting relationships in the organization, from the first level up through the president or CEO is known as a. informal communication channels. b. hierarchy. c. bureaucracy. d. administrative interdependence. e. formal communication channels.

Hierarchy

An organization's assumptions are implicit and ________ resistant to change. a. moderately b. not likely to be c. equally d. highly e. None of these are correct.

Highly

Some leadership theories are less applicable in today's diverse workforce due to which of the following? a. Most past leadership research involved only white males. b. Past leadership theories have been shown to lead to discrimination. c. Leaders today work in a less educated workforce. d. Current civil rights laws require the development of modern theories and practices. e. Researchers have moved away from studying leaders and are now studying followers.

Most past leadership research involved only white males

The leader-member exchange model (LMX) a. is based on subordinate contributions and leader inducements. b. clarifies the role of communication in the leadership process. c. stresses the importance of variable relationships between supervisors and their subordinates. d. confirms the dual-structure of task and relationship behaviors by leaders. e. illustrates the situational nature of leadership, particularly in service firms.

Stresses the importance of variable relationships between supervisors and their subordinates

Which of the following is a basic conclusion drawn from the current research about international management? a. Behavior in organizational settings varies across cultures. b. Behavior in organizational settings does not vary across cultures. c. Organizational structures are typically different across cultures. d. Organizational structures dictate behavior across cultures. e. None of these are correct.

a

Which of the following is an example of distress? a. Excessive pressure to perform b. Mental preparations before playing a sport c. Giving a speech d. Getting married e. Getting a promotion

a

Which of the following is NOT considered an example of organization development?

automating an assembly line to increase production

According to Project GLOBE, which type of leadership refers to being independent, individualist, and unique?

autonomous

A __________ is a collection of verbal and symbolic assertions that specify how and why two or more variables are related, and the conditions under which they should and should not relate. a. hypothesis b. theory c. data set d. fact e. statistic

b

According to Herzberg, __________ factors are intrinsic to the job and increase satisfaction. a. hygiene b. motivation c. acceptability d. happiness e. engagement

b

Conflicts of interest about money occur as a result of ________ issues. a. psychological b. procedural c. ethical d. substantive e. cultural

d

Which of the following is NOT a characteristic of conflict? a. It can be a creative force. b. It can be resolved with people feeling better about something. c. It can impact company performance. d. It is influenced by emotions. e. It always entails a form of destruction

e

Which of the following refers to the perceived fairness of the outcome received? a. Managerial fairness b. Organizational fairness c. Interactional fairness d. Procedural fairness e. Distributive fairness

e

The expected benefits from quality-of-work-life programs include all of the following EXCEPT

increased centralization of leadership

Having a common purpose and common performance goals sets the tone and direction of a virtual team.

TRUE

Which of the following is NOT a goal of team building?

All of these are correct

Refreezing is the process of generating actual change in the organization. (A) True (B) False

B

Which of the following is a component of cultural competence? a. Awareness of one's own cultural worldview b. Attitude toward cultural differences c. Knowledge of different worldviews and cultural practices d. Cross-cultural skills e. All of these are correc

b

A __________ reinforcement schedule is one in which the desired behavior is reinforced after an unpredictable number of instances. a. variable-interval b. variable-ratio c. fixed-interval d. fixed-ratio e. continuous

b

A group of managers cannot agree on what next month's sales goals should be. The group is experiencing a. values conflict. b. task conflict. c. process conflict. d. relationship conflict. e. information conflict.

b

According to the human relations approach to motivation, offering employees __________ is the best way to enhance motivation in the workplace. a. self-direction b. the illusion of self-direction c. opportunities for advancement d. increased compensation e. longer vacations

b

Joan categorizes her employee Celia as a high performer. As a result, Joan is likely to __________ a. focus more on information related to Celia's low performance and disregard information reflecting her high performance. b. focus more on information related to Celia's high performance, and disregard information reflecting her low performance. c. focus more on information related to Celia's personality, and disregard information reflecting her attitudes. d. focus more on information related to Celia's attitudes and disregard information reflecting her personality. e. focus more on information related to Celia's cognition and disregard information reflecting her values.

b

A primary source of conflict is __________, which can lead to information conflict. a. physiological needs b. excitement c. emotional needs d. uncertainty e. psychological needs

d

A shortage of __________ factors in the workplace will lower satisfaction and cause employees to focus even more on hygiene factors, which will produce feelings of dissatisfaction if they are missing. a. negative b. positive c. surface d. motivation e. lower

d

An example of an intrinsic work value is a. health insurance. b. social contact with friends. c. having lots of time to spend with family. d. challenging work. e. financial gain.

d

Which of the following is NOT a fundamental principle of integrative negotiation? a. Separate the people from the problem b. Insist on objective fairness criteria c. Invent options for mutual gain d. Focus on positions, not interests e. All of these are fundamental principles

d

Which of the following is NOT a recommended way to restore feelings of equity in the workplace? a. Try to convince the comparison-other to reduce his or her inputs b. Reduce one's own inputs c. Increase one's own outcomes d. Choose a different comparison-other who gives a better ratio e. Leave the situation

d

Which of the following is NOT an example of a collateral program? a. Career development b. Employee fitness c. Health promotion d. Shift work e. Stress management

d

Which of the following is NOT an example of individualism? a. Valuing personal achievement above the achievement of the group b. Prioritizing individual tasks c. Valuing personal freedom d. Prioritizing the group over self e. A desire to stand out from the crowd

d

Which of the following is NOT one of the factors that have the greatest influence on job satisfaction? a. Values b. Personality c. The work itself d. Cognitive dissonance e. Attitudes

d

Which of the following terms refers to attributing our own characteristics to other people? a. Negative affect b. Positive affect c. Attribution d. Projection e. Obfuscation

d

Engagement is enhanced when employees a. have clear goals and roles. b. have the resources needed to do a good job. c. get meaningful feedback on their performance. d. are able to use their talents. e. All of these are correct.

e

According to the equity theory, an example of an input is a. education. b. experience. c. effort. d. loyalty. e. All of these are inputs

e

If an employee is satisfied with his or her job because he or she perceives the company's health benefit plan is better than what most other companies offer, it is an example of the __________ component of your attitude. a. affect b. intention c. intellect d. behavior e. cognition

e

In its simplest form, reinforcement theory suggests that behavior is a function of a. equity perceptions. b. emotional states. c. attitudes. d. subconscious perceptions. e. consequences.

e

The board of directors in a public corporation is responsible for a. auditing the company's financial statements for accuracy. b. recommending new products and services. c. controlling the day-to-day operations of the firm. d. protecting the company from harsh overseas competition and lower labor costs. e. ensuring decisions by senior managers are in the best interests of the shareholders

e

The ethnic and cultural mix of the U.S. workforce is a. unchanging. b. becoming more homogenous. c. insignificant to organizations. d. unobservable. e. changing.

e

What is the term for someone who investigates complaints and mediates fair settlements between aggrieved parties? a. Researcher b. Investigator c. Conciliator d. Mediator e. Ombudsman

e

What is the total statistical correlation range? a. 0 to 10 b. 1 to 10 c. 0 to 100 d. -10 to 10 e. -1 to 1

e

When a third party is involved in a conflict and has the power to issue a binding settlement, the process is called a. mediation. b. conciliation. c. distributive negotiation. d. integrative negotiation. e. arbitration.

e

Which type of innovation is the least common? a. strategic b. radical c. systems d. incremental e. cultural

B

Motivated behavior begins with one or more a. motives. b. people. c. wants. d. needs. e. behaviors.

D

Male leaders are typically harsher, controlling, and task focused than female leaders.

False

Power and influence are essentially interchangeable terms.

False

Influence attempts are often unsuccessful on the first try.

True

In the ________ stage of Glasl's model of conflict escalation, extermination of the opponent at the price of selfextermination is considered acceptable. a. together into the abyss b. threat as a strategy c. fragmentation of the enemy d. burn the unbelievers e. limited attempts to overthrow

a

In the ________ stage of Glasl's model of conflict escalation, the disagreement is recognized, but both sides believe it can be resolved through discussion. a. hardening b. loss of face c. action over words d. debate e. images/coalitions

a

Intrapersonal value conflict occurs when a. highly ranked instrumental and terminal values contradict. b. highly ranked instrumental and terminal values are parallel. c. two different people hold contradictory values. d. two different people hold parallel values. e. None of these are correct.

a

Which of the following is NOT a recommended way to restore feelings of equity in the workplace? a. Try to convince the comparison-other to reduce his or her inputs b. Reduce one's own inputs c. Increase one's own outcomes d. Choose a different comparison-other who gives a better ratio e. Leave the situation

a

Which of the following is NOT a relaxation technique for coping with work stress? a. Calmly making a "to-do" list b. Sitting quietly with eyes closed c. Taking a short rest break d. Taking a vacation e. Taking a nap

a

Which of the following is NOT one of the suggested steps for time management? a. Impression management b. Make a list every morning c. Work on tasks in order of importance d. Identify critical activities e. Identify trivial activities

a

In the leader-member exchange model (LMX), each superior-subordinate pair is referred to as

a vertical dyad

People tend to associate beauty with other positive characteristics. This phenomenon is an example of a. the contrast effect. b. the halo effect. c. first impression bias. d. stereotyping. e. projection.

b

When a third party builds a positive relationship between two parties, improves their communication, and facilitates their discussion, the process is called a. mediation. b. conciliation. c. distributive negotiation. d. integrative negotiation. e. arbitration

b

Which conflict resolution behavior entails attempting to put yourself in the other person's position and understand that person's point of view? a. Documenting b. Perspective taking c. Smoothing d. Reaching out e. Focusing on interests

b

Which of the following is NOT a recommended coping strategy for stress? a. Seeking social support b. Discontinuing an exercise program c. Meditating d. Getting more rest e. Managing one's time better

b

According to the framework presented by David McClelland, the desire to master complex tasks or to do things more efficiently is called a need for a. empowerment. b. affiliation. c. power. d. achievement. e. status.

d

People with a strong need for affiliation most often work in jobs with a. high technical skill demands. b. opportunities to control one's environment. c. a high degree of immediate feedback. d. a lot of interpersonal contact. e. little autonomy or decision-making responsibilities

d

When a conflict begins to escalate, one of the best ways to prevent further escalation is to a. use hostile body language to indicate that you're not willing to be pushed around. b. instigate a shouting match but only if you're pretty sure you will win. c. intimidate the other party by acting more aggressively than they were expecting. d. react equivalently to the other party, and try not to overact. e. rally other people to your side

d

Which acronym serves as a reminder that when you negotiate, you shouldn't accept an offer that is worse than what you'd get if you hadn't negotiated at all? a. NAACP b. ASVAB c. NIMBY d. BATNA e. SPECTRE

d

Which conflict resolution behavior entails contacting the other party, making the first move, and trying to make amends? a. Documenting b. Perspective taking c. Smoothing d. Reaching out e. Focusing on interests

d

Which conflict resolution strategy embodies an "I lose, you win" mindset? a. Compromising b. Avoiding c. Competing d. Accommodating e. Collaborating

d

Which conflict resolution strategy entails giving the other party what it wants? a. Compromising b. Avoiding c. Competing d. Accommodating e. Collaborating

d

Which dimension of self-efficacy refers to beliefs about the degree to which similar tasks can be accomplished? a. Strength b. Magnitude c. Power d. Generality e. Corporality

d

Which of the following best reflects low individualism? a. Valuing personal achievement above the achievement of the group b. Believing that people are incapable of making decisions on their own c. Valuing personal freedom above all else d. Valuing harmony more than honesty e. Wanting to stand out from the crowd

d

Group composition is

usually described in terms of the homogeneity or heterogeneity of group members.

Substitutes for leadership can come from which of the following?

All of these are correct

____ are informal and relatively permanent. a. Special project groups b. Command groups c. Interest groups d. Friendship groups e. Task groups

D

According to Project GLOBE, which type of leadership includes behaviors intending to ensure the safety and security of the leader and the group? a. Participative b. Self-protective c. Humane-oriented d. Team-oriented e. Autonomous

Self-protective

According to the leader-member exchange model (LMX), all of the following describe in-group members EXCEPT a. they receive special duties. b. they receive special privileges. c. they are privy to sensitive information. d. they have more friends at work. e. they receive more rewards.

They have more friends at work

Which of the following is NOT true about communities of practice? a. They must be recognized by executive leadership. b. They usually do not show up on organizational charts. c. They can use the company intranet to develop a sense of community. d. They share knowledge and experience openly and creatively. e. All of these are true of communities of practice.

They must be recognized by executive leadership.

All of the following are considered charismatic leaders EXCEPT a. Adolf Hitler b. Steve Jobs c. Ted Turner d. May Kay Ash e. Tim Cook

Tim Cook

A defining characteristic of a tiered workforce is __________. a. employees are paid different wages for doing the same types of tasks b. employees are paid the same wages for doing the same type of tasks c. employees who do the same type of tasks work different hours/shifts d. employees who do the same type of tasks work the same hours/shifts e. None of these are correct.

a

According to Herzberg, __________ satisfaction includes things such as pay, status, and working conditions, which produce an acceptable work environment when present and whose absence leads to dissatisfaction. a. hygiene b. motivation c. acceptability d. responsibility e. engagement

a

According to equity theory, which of the following ratios do people consider when deciding whether they are being treated equitably? a. Inputs : outcomes b. Performance : rewards c. Effort : probability of success d. Status : competence e. Motivation : ability

a

According to the human resource approach to motivation, offering employees __________ is the best way to enhance motivation in the workplace. a. self-direction b. the illusion of self-direction c. opportunities for advancement d. increased compensation e. longer vacations

a

After encountering an exceptionally good cashier, we might see an average cashier and evaluate him or her as below average. This is an example of a. the contrast effect. b. the halo effect. c. first impression bias. d. stereotyping. e. projection

a

All of the following are direct organizational consequences of stress EXCEPT a. accident proneness. b. poor work quality. c. turnover. d. absenteeism. e. lower productivity.

a

Carlos is a leader who has led his company by closely evaluating performance. Carlos can be best described as

a transactional leader

Performance is a function of motivation, ability, and a. management. b. environment. c. goals. d. power. e. nothing else.

b

Wakefield Hospital has only one portable X-ray machine. The emergency room staff claim to have the greatest need for the machine, but the surgeons in the operating room are demanding access to the machine as well. The conflict between these two groups is a result of a. differing process goals. b. resource constraints. c. differing values. d. excessive competitiveness. e. interpersonal differences.

b

What does "BATNA" stand for, as it relates to conflict resolution? a. Before Arguing, Try Negotiating an Agreement b. Best Alternative To a Negotiated Agreement c. Biggest Advantage To Negotiating Anything d. By Afternoon, The Negotiator Adjourns e. Battered by Accelerating Tensions? Negotiate Away!

b

What typically fuels relationship conflict? a. Interpersonal similarities b. Interpersonal differences c. Cultural similarities d. Organizational differences e. None of these are correct

b

Organizational functions that are typically outsourced include all of the following EXCEPT a. payroll. b. human resource training. c. corporate governance. d. facility maintenance. e. food service tasks.

c

Oversight of a public corporation by its board of directors is referred to as a. board isolation. b. deontological overview. c. corporate governance. d. pricing policy. e. profit maximization.

c

Equity theory provides several insights for managerial applications to everyday situations in the workplace. Which of the following is NOT a principle of equity theory? a. People tend to take a multifaceted view of the rewards they receive from the organization. b. The basis for organizational rewards should be clearly communicated to employees. c. People base their experience of equity on their perceptions, which don't necessarily match reality. d. Formal and informal organizational rewards are equally observable to individuals when formulating equity perceptions. e. Employees' perceptions may differ from the manager's perceptions.

d

The basic expectancy framework suggests that for motivated behavior to occur, a. the performance-to-outcome expectancies should approach zero. b. the sum of all the valences for the relevant potential outcomes must be negative. c. none of the valences for the relevant potential outcomes should be negative. d. the effort-to-performance ratio should be well above 10. e. the positive valences should outweigh the negative valences of potential outcomes.

e

Which conflict resolution strategy embodies an "I win, you win" mindset? a. Compromising b. Avoiding c. Competing d. Accommodating e. Collaborating

e

Which two types of reinforcement are generally accepted as means for increasing the frequency of desired behavior? a. Positive reinforcement and neutral reinforcement b. Negative reinforcement and strict reinforcement c. Negative reinforcement and neutral reinforcement d. Strict reinforcement and neutral reinforcement e. Positive reinforcement and negative reinforcement

e

The changes that are occurring in organizations include all of the following EXCEPT

profit motives

The first step of Lewin's model of planned change involves refreezing. (A) True (B) False

A

Each of the following reduces political behavior EXCEPT a. formal rules and procedures. b. open communication. c. acting as a good role model. d. confronting employees who act inefficiently, unethically, or irresponsibly. e. All of these can reduce political behavior.

All of these can reduce political behavior! a. Formal rules and procedures. b. Open communication. c. Acting as a good role model. d. Confronting employees who act inefficiently, unethically, or irresponsibly.

According to equity theory, people a. have the motivation to improve their standard of living. b. have the motivation to develop satisfying relationships. c. want to be treated fairly. d. want everything to be equal. e. compare what they get from a job with what they want from a job.

c

In order for social learning to take place, a. tasks must be complex, so as to motivate the employee. b. the behavior being modeled must be intangible in nature. c. the employee must possess the physical ability to perform the job. d. the employee need not perceive a direct cause-and-effect linkage. e. the employee must be physically present at the time of the demonstration

c

Deciding to no longer laugh at a coworker's inappropriate jokes, to encourage him to stop telling those types of jokes, is an example of a. positive reinforcement. b. negative reinforcement. c. punishment. d. extinction. e. classical conditioning.

d

The __________ component of an attitude guides an individual's behavior in a situation. a. cognition b. intellect c. expectation d. affect e. intention

e

When dysfunctional conflict occurs, a. the organization is positively influenced. b. neither party typically withdraws from communicating. c. negative feelings do not carry over after the conflict ends. d. the parties involved typically focus on the issues, not emotions. e. typically no one is satisfied with the outcome.

e

Which conflict resolution behavior encourages parties to focus on the outcome? a. Documenting b. Perspective taking c. Smoothing d. Reaching out e. Focusing on interests

e

__________ is a statistical technique used to combine the results of many different research studies conducted in a variety of organizations and for a variety of jobs. a. Standard deviation b. Path analysis c. Analysis of variance d. Regression e. Meta-analysis

e

__________ theory assumes that people are motivated to work toward a goal when they want to achieve the outcome and also think they have the ability and means to achieve it. a. Perception b. Equity c. Attribution d. Reinforcement e. Expectancy

e

Vroom's decision tree approach to leadership focuses primarily on which of the following aspects of leader behavior?

including subordinates in the decision-making process

Organization development

is the process of planned change using scientific knowledge

Leadership characteristics that can facilitate performance regardless of whether or not a leader is present are called

leadership substitutes

Strategic leadership includes all of the following EXCEPT

maintaining ethical leadership

Distinctions between management and leadership include all of the following except

management is more important in regard to creating and directing change

According to the LMX model, the leader's _________ receives less of the supervisor's time and attention, is more likely to be assigned mundane tasks, is not be "in the loop" when information is shared, and receives fewer rewards and overall weaker support from the leader.

out-group

The definition of leadership includes all of the following except

the effective use of force and/or coercion

Which of the following does NOT tend to be true of millennials?

they are conformists

On the job, which of the following is generally NOT true of millennials?

they prefer to not work in teams

. According to Vroom, a manager who allows the group to define for itself the exact nature and parameters of the problem and then develop a solution is using a _________ style of subordinate participation. a. delegate b. consult (group) c. consult (individually) d. facilitate e. decide

A

. In a(n) _________ conflict culture, open confrontations are accepted, as are heated arguments and threats. a. dominating b. collaborative c. strategic d. avoidant e. passive-aggressive

A

A group is homogeneous if a. members are similar in one or several ways that are critical to the work of the group. b. the group is highly productive. c. two or more people interact with and influence each other. d. men and women are represented equally in the group. e. the organization allows the group a high degree of autonomy.

A

A performance bonus is an example of _____________. a. positive reinforcement b. negative reinforcement c. punishment d. extinction e. classical conditioning

A

The utility and value of management development are currently more an article of faith than a proven fact. (A) True (B) False

A

Total quality management efforts usually focus on teams, and the principles of team building must be applied to make them work. (A) True (B) False

A

Unfreezing is the process by which people become aware of the need for change. (A) True (B) False

A

Unlike LPC theory, path-goal theory assumes that a. leaders can change their behaviors. b. task motivation is the primary determinant of a leader's style. c. decisions as to appropriate leader style should be made at the top of the organization. d. the primary goal of leadership is employee satisfaction. e. leaders operate best in one type of situation.

A

In the integrative framework for the implementation of task redesign, which of the following is NOT diagnosed during the "diagnosis of the work system and context" step? (A) leader behavior (B) board of directors diversity (C) technology (D) organization design (E) group and social processes

B

Michael is a manager whose subordinates have moderate readiness. According to the Hersey and Blanchard model of leadership, Michael should use which of the following styles? a. Telling b. Selling c. Participating d. Delegating e. Situational

B

Performance is a function of motivation, ability, and ______. a. management b. the environment c. goals d. power e. nothing else

B

Which organizational source of resistance to change occurs when changes to tasks don't take into account the interdependence among organizational elements such as people, structure, tasks, and the information system? (A) changes in resource allocation (B) narrow focus of change (C) overdetermination (D) threatened expertise (E) group inertia

B

Michelle is a manager whose subordinates have moderate-to-high readiness. According to the Hersey and Blanchard model of leadership, Michelle should use which of the following styles? a. Telling b. Selling c. Participating d. Delegating e. Situational

C

One conclusion of the Ohio State studies was that a leader who clearly defines the leader-subordinate roles so that subordinates know what is expected of them is exhibiting a. task-oriented leader behavior. b. consideration behavior. c. initiating-structure behavior. d. employee-centered leader behavior. e. job-centered leader behavior.

C

Team building is a(n) _________ process. (A) simple (B) one-time (C) ongoing (D) inefficient (E) efficient

C

When introducing job changes, managers must consider all of the following EXCEPT (A) the total work environment within which the job exists. (B) whether the job changes require adjustments in other organizational components. (C) how to limit what employees know about the changes. (D) whether workers have, or can easily obtain, the newly required skills. (E) who will design the changes.

C

According to the continuum of leadership behavior proposed by Tannenbaum and Schmidt, situational characteristics include all of the following EXCEPT a. group effectiveness b. the type of organization c. time pressures d. all of these e. none of these

D

According to the leader-member exchange model (LMX), all of the following describe in-group members EXCEPT a. they receive special duties. b. they receive special privileges. c. they are privy to sensitive information. d. they have more friends at work. e. they receive more rewards.

D

Amanda often helps new employees learn the ropes and prepare to advance within the organization. Amanda is filling which role? a. monitor b. instructor c. intrapreneur d. mentor e. accelerator

D

Organization culture can be managed by a. sticking to the knitting. b. conducting in-depth research and evaluation. c. allowing autonomy and entrepreneurship. d. taking advantage of the culture that is already there. e. staying close to the customer.

D

Vroom's decision tree approach to leadership focuses on which aspect of leader behavior? a. Clarification of lines of authority b. Streamlining communication patterns c. Meeting subordinates personal needs d. Balancing task and relationship activities e. Subordinate participation in decision making

E

What is (are) the new role(s) of managers in teams? a. Supervisors and evaluators b. Top managers c. Team members d. Technical specialists e. Coaches and facilitators

E

The ________ stage of Glasl's model of conflict escalation marks the beginning of open and direct aggression intended to cause public shame to the opponent. a. hardening b. loss of face c. action over words d. debate e. images/coalitions

b

Which of the following statements does NOT describe individualistic cultures? a. It is important to stand out in the crowd. b. It is important to fit in with the group. c. Tasks are more important than relationships. d. Promotion is based on skills and rules. e. People are more concerned with themselves than with their work groups.

b

Which of the following statements is NOT true about continuous reinforcement? a. Extinction sets in quickly when reinforcement is removed. b. It is not considered to be effective. c. It is the process of reinforcing behavior every time it occurs. d. It is an effective means for increasing the frequency of desired behavior. e. It requires that managers monitor every behavior of an employee and provide effective reinforcement

b

________ conflict is a disagreement about which goals should be pursued by an organization. a. Values b. Task c. Process d. Relationship e. Information

b

Interpersonal value conflict occurs when a. highly ranked instrumental and terminal values contradict. b. highly ranked instrumental and terminal values are parallel. c. two different people hold contradictory values. d. two different people hold parallel values. e. None of these are correct

c

Psychological contracts create __________ promises and obligations between employees and the employer. a. ethical b. unethical c. implicit d. explicit e. absolute

c

Employees who feel the need to protect their own career prospects by impeding the prospects of others are experiencing a. the "like me" bias. b. prejudices. c. ethnocentrism. d. perceived threat of loss. e. unequal access to organizational networks

d

a person who tends to see things in a positive light and appears to be in a good mood most of the time has a high level of a. locus of control. b. self-efficacy. c. conscientiousness. d. positive affectivity. e. Machiavellianism.

d

According to Project GLOBE, which category of leadership behavior refers to the extent to which leaders are nonautocratic and involve others in making decisions? a. participative b. self-protective c. humane-oriented d. team-oriented e. autonomous

A

Teams differ from groups in that teams a. place more emphasis on concerted action than groups do. b. are usually larger than groups. c. are usually temporary. d. place little emphasis on common objectives. e. pursue multiple goals.

A

The generation of workers born between 1960 and 1980 are referred to as Generation X. (A) True (B) False

A

What type of leadership is focused on recognizing the need for change, creating a vision to guide that change, and executing the change effectively? a. Transformational leadership b. Charismatic leadership c. Strategic leadership d. Transactional leadership e. Virtual leadership

A

According to Vroom, a manager who presents the problem to group members at a meeting, gets their suggestions, and then makes the decision is using a _________ style of subordinate participation. a. delegate b. consult (group) c. consult (individually) d. facilitate e. decide

B

According to path-goal theory, a _________ leader sets challenging goals, expects subordinates to perform at their highest level, and shows strong confidence that subordinates will put forth effort and accomplish the goals. a. participative b. achievement-oriented c. supportive d. directive e. cooperative

B

According to the LMX model, the _________ of a leader receive less of the supervisor's time and attention, are more likely to be assigned mundane tasks, are not be "in the loop" insofar as information is being shared, and receive fewer rewards and overall weaker support from the leader. a. in-group b. out-group c. vertical dyad d. task force e. elite group

B

Herzberg's dual-structure theory was a response to the prevailing thinking that a. job loyalty ranged from loyalty to disloyalty. b. job satisfaction ranged from satisfaction to dissatisfaction. c. job motivation ranged from motivation to demotivation. d. job ability ranged from ability to disability. e. job motivation ranged from progression to regression.

B

Removal of current or future unpleasant consequences to increase the likelihood that someone will repeat a behavior is called _____________. a. positive reinforcement b. negative reinforcement c. punishment d. extinction e. classical conditioning

B

Sam has good working relationships with his boss and coworkers, and is concerned that the upcoming organization change might disrupt these. Sam is most likely to resist the change because of (A) lack of awareness. (B) fear of the unknown. (C) economic factors. (D) habit. (E) social factors.

B

Which of the following statements is NOT true about continuous reinforcement? a. Extinction sets in quickly when reinforcement is removed. b. It is frequently used by managers in organizational settings. c. It is the process of reinforcing behavior every time it occurs. d. It is an effective means for increasing the frequency of desired behavior. e. It requires that managers monitor every behavior of an employee and provide effective reinforcement.

B

A $10 bonus for every fifth sale would be an example of which schedule of reinforcement? a. Fixed-ratio b. Variable interval c. Fixed interval d. Variable ratio e. Continuous

C

In the LPC theory, the degree of task or relationship motivation is measured by the a. Managerial Grid. b. Lowest Performance Cycle scale. c. Least Preferred Coworker scale. d. Task-Relationship model. e. Least Productive Coworker scale.

C

According to equity theory, people a. have the motivation to improve their standard of living. b. have the motivation to develop satisfying relationships. c. want to be treated fairly. d. want everything to be equal. e. compare what they get from a job with what they want from a job.

C

According to path-goal theory, a leader who is friendly and shows concern for subordinates' status and needs is exhibiting ____ leadership. a. participative b. achievement-oriented c. supportive d. directive e. cooperative

C

Aria has been performing successfully at work for several months. Aria believes that she will get a pay raise if she maintains this high level of performance. This belief is an example of the ____ expectancy. a. effort-to-performance b. performance-to-benefit c. performance-to-outcome d. performance-to-valence e. effort-to-outcome

C

As a coach, the organizational leader would do all of the following EXCEPT a. help select team members. b. provide some general direction. c. gain an understanding of the values of their young workers. d. help train and develop team members. e. help the team get information and other resources it may need.

C

Baby Boomers were born between the years (A) 1930-1945 (B) 1960-1970 (C) 1945-1960 (D) 1970-1980 (E) 1980-2000

C

High-need achievers tend not to make good top managers because a. top managers are required to have too much formal education. b. high-need achievers tend to make decisions that are too risky. c. top managers seldom receive immediate feedback. d. high-need achievers delegate too many responsibilities. e. top managers have too high a need for affiliation.

C

How many leadership styles does the Hersey and Blanchard model enumerate? a. 2 b. 3 c. 4 d. 5 e. 6

C

In LPC theory, what factor is presumed to have the third biggest effect on the favorableness of a situation? a. Task structure b. Leader-member relations c. Leader position power d. Leader personality e. Organizational structure

C

The fifth step in the integrative framework for the implementation of task redesign is (A) diagnosis of the work system and context. (B) recognition of a need for a change. (C) go/no-go decision. (D) cost-benefit analysis of proposed changes. (E) selection of task redesign as a potential intervention.

C

The goal of the Michigan leadership studies was to determine the pattern of leadership behaviors that results in effective ____. a. individual performance b. leader performance c. group performance d. supervisor behavior e. time management

C

Which of the following statements best reflects the costs of teams to organizations? a. The increased bureaucracy b. The loss of creativity c. The difficulty of changing to a team-based organization d. Increased worker compensation claims e. Increased distance between employees and top management

C

A(n) _________ innovation continues the technical improvement and extends the applications of other innovations. a. strategic b. radical c. systems d. incremental e. cultural

D

Because workgroups develop their own subcultures, _________ can be used to build a common cultural foundation. a. mass emails b. instant messaging programs c. bulletin boards d. intranets e. IRC channels

D

In which stage of group development do members develop norms of behavior? a. Mutual acceptance b. Control and organization c. Communication and decision making d. Motivation and productivity e. Reformation

D

No longer laughing at a coworker's inappropriate jokes so that he will stop telling them is an example of ____________. a. positive reinforcement b. negative reinforcement c. punishment d. extinction e. classical conditioning

D

One conclusion of the University of Michigan studies was that a leader who attempts to build effective work groups with high performance goals is exhibiting a. task-oriented leader behavior. b. consideration behavior. c. initiating-structure behavior. d. employee-centered leader behavior. e. job-centered leader behavior.

D

The difference between leadership substitutes and leadership neutralizers is that substitutes make leadership _________, whereas neutralizers make leadership _________. a. easier, harder b. harder, easier c. impossible, unnecessary d. unnecessary, impossible e. ineffective, effective

D

The most difficult performance factor to manage is often a. environment. b. mastery. c. activity. d. motivation. e. equilibrium.

D

What term refers to factors that make leadership impossible? a. situational characteristics b. leadership exacerbators c. leadership diminishers d. leadership neutralizers e. leadership substitutes

D

Which of the following is NOT true about strong cultures? a. they are widely shared b. they clarify appropriate behavior c. they can enhance organizational performance d. they usually reduce organizational performance e. all of these are true of strong cultures

D

Which of the following is a formal group? a. Interest b. Friendship c. Social d. Command e. Grapevine

D

A _________ reinforcement schedule is one in which the desired behavior is reinforced each time that it occurs. a. variable-interval b. variable-ratio c. fixed-interval d. fixed-ratio e. continuous

E

A new product development team is an example of which type of group? a. Friendship b. Interest c. Performance d. Task e. Affinity

E

According to the continuum of leadership behavior proposed by Tannenbaum and Schmidt, subordinate characteristics include all of the following EXCEPT a. need for independence b. understanding of goals c. tolerance for ambiguity d. readiness to assume responsibility e. the problem itself

E

According to the equity theory, inputs include all of the following EXCEPT a. education b. experience c. effort d. loyalty e. all of these are inputs

E

If a Japanese firm were to send an executive to head up the firm's operations in the United States, the executive would likely need to a. focus more on collective benefits than individual benefits. b. train U.S. employees to behave more like Japanese employees. c. replace male senior managers with females. d. develop a new theory of cross-cultural leadership. e. change his or her leadership style.

E

Social loafing is the tendency of some group members to put forth high levels of effort, which ultimately reduces self-policing.

FALSE

Strategic leadership includes all of the following EXCEPT a. leading change. b. understanding the organization c. understanding the organization's environment. d. maintaining a superior alignment of the organization and the environment. e. maintaining ethical leadership

E

Which of the following fits the profile of an entrepreneur? a. a need for stability b. low risk tolerance c. an appreciation for the status quo d. caution e. a desire to assume responsibility

E

Which organizational source of resistance to change occurs when group norms act as a brake on individual attempts at behavior change? (A) changes in resource allocation (B) narrow focus of change (C) overdetermination (D) threatened expertise (E) group inertia

E

Selective perception

__________ is the process of screening out information that contradicts one's beliefs.

People with a high need for power can be successful managers if they a. curb desires that interfere with organizational relationships. b. lessen alienation with other employees. c. have a high need for affiliation. d. seek power to increase their standing in the organization. e. strive to get along with others.

a

Most leadership research has been conducted on samples or case studies involving members of minority groups.

False

Strong organizational cultures are always better than weak organizational cultures.

False

Symbols cannot effectively transmit the complex concepts of an organization's culture.

False

________ conflict occurs due to perceived or actual incompatibilities in beliefs about what is right or wrong. a. Values b. Task c. Process d. Relationship e. Information

a

When a large-scale layoff is announced at the company Bill works for, all of the workers, including Bill, begin to complain. According to attribution theory, Bill's behavior exhibits a. high consistency. b. high distinctiveness. c. low consistency. d. low consensus. e. high consensus.

e

When dealing with people at work, managers must have an understanding of all of the following EXCEPT a. leadership. b. decision making. c. organizational structure and design. d. organizational culture. e. long-term plans of marketplace competitors.

e

Team bonus plans are similar to gain-sharing plans in that the unit of performance used for pay is the entire organization.

FALSE

Researchers at Ohio State investigating the issue of stability of leader behaviors over time found that a. an individual's leadership pattern did not change much in similar situations. b. the situational context was not an important determinant of leader effectiveness. c. employees whose supervisors ranked high on consideration had higher performance ratings. d. leaders who exhibited high levels of consideration and structure- initiating behaviors were most effective. e. employees whose supervisors ranked high in initiating structure had fewer absences from work.

A

How has path-goal theory been refined over the years? a. The basis of the theory was changed from expectancy theory to equity theory. b. The theory was revised as a decision-making theory. c. Additional forms of leader behavior were included. d. The theory was combined with goal-setting theory. e. A software version of the model was made available to managers.

Additional forms of leader behavior were included.

Which of the following contribute to culture? a. Enacted values and norms b. Espoused values and norms c. Artifacts d. Formal practices e. All of these are correct.

All of these contribute to culture! a. Enacted values and norms b. Espoused values and norms c. Artifacts d. Formal practices

Because the effects of referent and expert power rely on the employee's internal motivation and voluntary compliance, they are a. never appropriate. b. an abuse of power. c. sometimes appropriate. d. always appropriate. e. a form of empowerment.

Always appropriate

The profile of an entrepreneur typically includes all of the following EXCEPT a. a focus on concrete results. b. a willingness to take risks. c. an appreciation for the status quo. d. a desire to assume responsibility. e. the need for achievement.

An appreciation for the status quo

In LPC theory, which factor reflects the extent to which subordinates trust, respect, and have confidence in their leader, and vice versa? a. Task structure b. Leader-member relations c. Leader position power d. Leader personality e. Organizational structure

B

Which of the following is NOT an important leadership skill in a virtual project team or distance management situation? a. Building community among team members based on mutual trust, respect, affiliation, and fairness. b. Leading with directness and focusing on abstract results. c. Establishing a clear and motivating shared vision. d. Communicating effectively and matching technology to the situation. e. Coordinating and collaborating across organizational boundaries.

B

Which of the following recommendations would NOT help someone to be more persuasive? a. Connect with people emotionally b. Create a continuous feedback loop c. Begin with a hard sell d. Be patient e. Be willing to compromise

Begin with a hard sell

According to the leader-member exchange model (LMX), all of the following describe out-group members EXCEPT a. they receive weaker support from the leader. b. they receive fewer rewards. c. they have fewer friends at work. d. they are not "in the loop" as information is shared. e. they are assigned to mundane tasks.

C

All of the following are true of large groups except a. large groups have formalized interactions. b. large groups set agendas. c. large do not set many rules or regulations. d. large groups follow parliamentary procedures. e. large groups offer more social interactions.

C

Ben wants to take advantage of the existing culture of his organization. To do this, Ben must first a. achieve productivity through people. b. empower his employees. c. be fully aware of the culture's values. d. practice hands-on management. e. implement cultural innovations.

C

In LPC theory, which factor reflects the extent to which the leader can assign work, reward and punish employees, and recommend them for promotion? a. Task structure b. Leader-member relations c. Leader position power d. Leader personality e. Organizational structure

C

In order for social learning to take place, a. tasks must be complex, so as to motivate the employee. b. the behavior being modeled must be intangible in nature. c. the employee must possess the physical attributes needed to perform the job. d. the employee need not perceive a direct cause-and-effect linkage. e. the employee must be physically present at the time of the demonstration.

C

Origin stories, ceremonies, rituals, and dress codes are all examples of a. enacted values. b. espoused values. c. artifacts. d. assumptions. e. formal practices.

C

The second step in Lewin's Process Model of change is (A) refreezing. (B) unfreezing. (C) change itself. (D) planning. (E) observing.

C

According to the Leadership Grid, who would be the most effective leader? a. The manager who always takes time to chat with employees b. The manager who rarely takes time to get to know employees c. The manager who is always trying to improve worker production d. The manager who always chats with employees and constantly strives to improve worker production e. The Leadership Grid does not identify a most effective style.

D

According to the continuum of leadership behavior proposed by Tannenbaum and Schmidt, managerial characteristics include all of the following EXCEPT a. the manager's value system. b. confidence in subordinates. c. personal inclinations. d. interest in the problem. e. feelings of security.

D

An organization's culture of _________ reflects the extent to which majority members value efforts to increase minority representation, and whether the qualifications and abilities of minority members are questioned. a. diversity b. strategy c. conflict d. inclusion e. multiculturalism

D

Incremental innovations a. are rarely necessary for radical or systems innovations. b. are major breakthroughs that change or create industries. c. occur much less frequently than radical and systems innovations. d. force organizations to continuously improve their products. e. create new functionality by assembling parts in new ways.

D

Individual task and organizational characteristics that tend to outweigh the leader's ability to affect subordinates' satisfaction and performance are called a. leadership transformations. b. leadership attributions. c. strategic leadership. d. leadership substitutes. e. charisma.

D

Information processing and communication changes include all of the following EXCEPT (A) a new generation of computers. (B) people may not need offices. (C) work stations will be more electronic than paper and pencil. (D) organizations will have systematic plans for changes. (E) satellite systems for data transmission.

D

A manager who relies solely on force and formal authority to direct the behavior of subordinates is ________ a. exhibiting excellent leadership. b. exhibiting moderate leadership. c. exhibiting poor leadership. d. exhibiting minimal leadership. e. not exhibiting leadership at all.

E

A relatively permanent change in behavior that occurs because of experience is called a. trauma. b. training. c. growth. d. intelligence. e. learning.

E

Strategic leadership includes all of the following EXCEPT a. leading change. b. understanding the organization. c. understanding the organization's environment. d. maintaining a superior alignment of the organization and the environment. e. maintaining ethical leadership.

Maintaining ethical leadership

Each of the following is associated with transformational leaders EXCEPT a. recognizing a need for change. b. creating a vision to guide change. c. having tremendous influence. d. managing routine work. e. executing change.

Managing routine work

When a firm uses _________, typically large volumes of identical products are produced, often using assembly lines and machines. a. unit production b. mass production c. continuous production d. a primary production system e. a matrix structure

Mass production

In organizations with a _________, employees report to both a project or product team and to a functional manager. a. matrix structure b. functional structure c. bureaucratic structure d. prebureaucratic structure e. lattice structure

Matrix structure

self-sufficiency.

One's confidence in the ability to organize and execute the courses of action necessary to accomplish a specific task is called

Which of the following may help explain the pattern of differences between men and women leaders? a. Men tend to be more supportive. b. Women tend to be more controlling. c. Men tend to be more task focused. d. Women tend to rely on their own judgment. e. Women tend to have stronger interpersonal skills.

Women tend to have stronger interpersonal skills

Which statement accurately describes a characteristic of information technology? a. It has increased personal communication. b. It has increased a sense of urgency related to decision making. c. It has decreased ethical decision making for managers. d. It has resulted in additional down time for managers. e. It has created inflexible worksites.

b

__________ stress can result in unexpected negative effects, such as boredom and apathy. a. Too much b. Too little c. Functional d. Dysfunctional e. None of these are correct

b

Seline runs a small company that sells medical software. She has devised a process that enables her company to develop new versions of the software quickly and with almost no bugs. However, Seline believes that the success of this process hinges on her company's unique makeup and the type of product it produces; she does not believe that most software companies would be able to use her process to any great effect. Seline's views embody which of the following perspectives? a. Scientific b. Universal c. Situational d. Interactional e. Pessimistic

c

Which of the following is the chief advantage of arbitration? a. It doesn't require the use of a third party. b. It usually leaves both parties satisfied. c. It always ends with a settlement. d. It's faster than mediation. e. It's cheaper than mediation

c

Which of the following keys to successful organization change management would help a manager reduce the spread of rumors regarding a change?

foster open communication

How many leadership styles does the Hersey and Blanchard model describe? a. 2 b. 3 c. 4 d. 5 e. 6

4

Which type of innovation do other innovations often rely on? a. strategic b. radical c. systems d. incremental e. cultural

D

99. A group member who discusses group deliberations with an expert outsider and reports her findings to the group is most likely trying to prevent (A) brainstorming. (B) groupthink. (C) escalation of commitment. (D) group polarization. (E) risk propensity. Answer

(B)

99. Mary thinks her new employee, Zane, is doing a great job, and she decides to tell him so. This is an example of which type of communication? (A) upward (B) downward (C) horizontal (D) diagonal (E) informal Answer

(B)

The final step in the continuous change process model involves recognizing and defining a problem. (A) True (B) False

B

Problem-solving teams are permanent teams that make recommendations for others to implement.

FALSE

Another term for power distance is a. deontology. b. teleology. c. individualism. d. orientation to authority. e. collectivism.

d

Organizational behavior (OB) typically includes the study of which basic component? a. Financial reporting b. Research and development c. Human actions and interactions within organizations d. The task environment e. Customer retention

c

What letter is used to refer to a correlation? a. r b. f c. p d. n e. c

a

A business that combines and transforms resources into tangible outcomes that are then sold to others is called a. a manufacturing organization. b. a biotechnology firm. c. an information technology firm. d. a service organization. e. a hybrid organization

a

A manager who schedules regular department meetings to provide relevant information to employees is demonstrating strong a. interpersonal skills. b. technical skills. c. diagnostic skills. d. conceptual skills. e. leadership skills.

a

A person's __________ is a relatively narrow indicator of efficiency measured by the employee's products or services created per unit of input. a. productivity b. absenteeism c. turnover d. profitability e. cost-effectiveness

a

All of the following are true about stereotypes EXCEPT that they a. lead to an appreciation of individual differences. b. are based on certain characteristics or traits. c. ignore the specific person. d. are generalizations. e. ignore the current situation

a

An organization with a competitive advantage due to product innovation would likely seek a core workforce of research and development employees who have a. an entrepreneurial mindset. b. a shorter-term focus. c. a low tolerance for ambiguity. d. conservative values. e. a high aversion to taking risks.

a

Firms that apply a __________ strategy strive to be the lowest cost producer in the industry for a particular level of product quality. a. cost leadership b. differentiation c. specialization d. growth e. self-sabotaging

a

Generational groups are categorized by which designations? a. Baby Boomers, Generation X, Millennials b. Generation T, Seniors, Generation M c. Generation M, Baby Boomers, Generation X d. Seniors, Generation T, Generation M e. None of these are correct

a

Ignoring issues related to diversity can be costly to organizations because it can lead to a. decreased turnover. b. lower productivity. c. an increase in employee lawsuits. d. increased tension among workers. e. None of these are correct.

a

Studies show that listening to employees and building trust with them does what? a. Improves organization's earnings b. Increases the number of product lines c. Lowers prices d. Decreases the number of product lines e. Raises prices

a

The AMD Co. makes computer chips that are installed in various computers. AMD is an example of a. a manufacturing organization. b. a biotechnology firm. c. an information technology firm. d. a service organization. e. a hybrid organization.

a

The effective management of __________ is key to the creation of a competitive advantage as well as business strategy execution. a. people b. financial resources c. raw materials d. distribution channels e. communication channels

a

The systems approach is beneficial to managers because it a. underscores the importance of the organization's environment. b. provides a set of procedures to make decisions. c. enables them to eliminate interactions among various elements of the organization. d. reduces the risk of human error. e. shifts the focus from outside the company to inside the company

a

The systems perspective defines a system as a. an interrelated set of elements that function as a whole. b. a procedure for fair and impartial performance appraisals. c. a collection of independent organizations. d. the central technology of the organization. e. the ideal process to complete any organizational task.

a

What is the term for a written prediction specifying expected relationships between certain variables? a. Hypothesis b. Theory c. Prophecy d. Correlation e. Statistic

a

What type of relationship is indicated by a correlation of +0.90? a. A strong, positive relationship b. A weak, positive relationship c. No relationship d. A weak, negative relationship e. A strong, negative relationship

a

Which management perspective states that one leadership style will not always be effective in enhancing employee satisfaction and job performance in every circumstance? a. Situational perspective b. Classical perspective c. Behavioral perspective d. Interactional perspective e. Universal perspective

a

Which of the following is an example of a hypothesis? a. Setting a goal will be positively related to the number of products assembled. b. A researcher found a 0.8 correlation between goal setting and productivity. c. Personally, I am more productive when I set goals. d. I wonder if there is a relationship between goal setting and productivity. e. There is no way to determine whether goal setting is positively or negatively related to productivity.

a

Which of the following is true about employees working in the same company but in different locations? a. Their behaviors may differ within and across countries. b. Their behaviors will be mostly the same, regardless of their location. c. Their behaviors at work are not important. d. Their behaviors will have little to do with their locations. e. Their behaviors will be the same among employees within the same country but may differ among employees in different countries.

a

Which of the following is used to measure potentially dysfunctional behavior in an organization? a. Absenteeism b. Job satisfaction c. Job dissatisfaction d. Organizational commitment e. Employee engagement

a

Which perspective argues there's "one best way" to solve a problem in any organization? a. The universal perspective b. Behavioral organization theory c. The systems perspective d. The interactional perspective e. The contingency perspective

a

A manager who groups jobs into units is performing which of the following functions of management? a. Planning b. Organizing c. Controlling d. Supervising e. Leading

b

Car makers design and produce new model cars more quickly now than in the past. This is an example of a. effective leadership. b. decreased cycle time. c. increased employee morale. d. valued diversity. e. low-cost production

b

Following a systems approach, the profit Walmart receives from its services is identified as a type of a. technology. b. output. c. input. d. transformation. e. contingency.

b

If a company creates a corporate culture that encourages employees to suggest new ideas, it is applying a strategy that focuses on a. cost leadership. b. differentiation. c. specialization. d. growth. e. sabotage.

b

John, a middle manager in a high-tech firm, is able to identify which of the organization's products in development are most likely to appeal to consumers because of his strong a. diagnostic skills. b. conceptual skills. c. technical skills. d. interpersonal skills. e. All of these are correct

b

Planning is the process of a. designing jobs, grouping jobs into units, and establishing patterns of authority between jobs and units. b. determining the organization's desired future position and deciding the best way to achieve the desired outcome. c. motivating the organization's members to work together toward the organization's goals. d. monitoring and correcting the actions of the organization and its members to keep them directed toward their goals. e. utilizing organizational resources with the ultimate goal of attaining organizational goals efficiently and effectively.

b

Successful business strategies enable organizations to create and maintain a competitive advantage that is a. inflexible. b. sustainable. c. volatile. d. intangible. e. All of these are correct.

b

The __________ variable in an experiment is the predictor, which researchers expect is affecting another factor. a. dependent b. independent c. codependent d. interdependent e. measured

b

Which of the following are outcome variables in organizations? Select all that apply. a. Individual-level behaviors b. Group-level behaviors c. Team-level behaviors d. Surface-level behaviors e. None of these are correct

b

Which of the following is NOT a facet of human resource management? a. Developing incentives to motivate employees b. Developing plans to use fewer employees c. Creating programs to develop employees' skills d. Developing incentives to retain employees e. Attracting high-quality employees

b

Which of the following is an example of a diagnostic skill? Select all that apply. a. Designing a new logo for a major advertising client b. Figuring out why the number of quality applicants to a five-star restaurant is decreasing c. Deciding whether or not to undertake a risky acquisition d. Providing negative feedback to an employee in a way that will correct her behavior without discouraging her e. Writing software code for a new search engine

b

Which of the following is an example of deep-level diversity? a. Physical abilities b. Goals c. Age d. Gender e. Ethnicity

b

Which of the following terms refers to behaviors of individuals that make a positive overall contribution to the organization? a. Organizational commitment b. Organizational citizenship c. Affective commitment d. Normative commitment e. Subjective responsibility

b

A manager's ability to develop optimal solutions to problems is evident by her a. conceptual skills. b. time management skills. c. diagnostic skills. d. interpersonal skills. e. technical skills.

c

A researcher studying the relationship between age and diversity awareness finds a negative correlation. What do the researcher's results suggest? a. As age increases, diversity awareness increases. b. As age decreases, diversity awareness decreases. c. As age increases, diversity awareness decreases. d. A person's age doesn't affect his or her level of diversity awareness. e. The study was inconclusive.

c

Deep-level characteristics are those considered to be a. gender-based. b. observables. c. invisible. d. irrelevant. e. age-related.

c

Maximizing the efficiency of the manufacturing or product development process in order to minimize costs is referred to as a. managerial skill. b. business superiority. c. operational excellence. d. maintenance strategy. e. differentiation.

c

Organizations pursuing a specialization strategy often try to develop a competitive advantage based on a. market concentration. b. profit margin. c. customer intimacy. d. brand recognition. e. product placement

c

The __________ effect occurs when people improve an aspect of their behavior or performance because they are aware they are being assessed. a. Hamilton b. Henricks c. Hawthorne d. Hampton e. Hoover

c

Which of the following is a cultural dimension identified by Hofstede? a. Ethical idealism b. Groupthink c. Power distance d. Workforce diversity e. Consumer behavior

c

Which of the following questions could NOT be answered as a result of organizational behavior research findings? a. What goal level will best motivate my employees? b. How important is employee satisfaction to job performance? c. Should I seek a promotion with a competing firm? d. Is stress always bad? e. When are different leadership approaches most effective?

c

__________ is known as the "guru of quality management." a. Porter b. Hofstede c. Deming d. Geert e. None of these are correct

c

Which of the following is an example of a company employing a specialization strategy? Select all that apply. a. Walmart decides to pressure its suppliers to keep costs as low as possible. b. Apple decides to create a phone that is unlike any other phone on the market. c. Harley Davidson decides that it will only manufacture motorcycles, not cars or other types of vehicles. d. Dunkin' Donuts decides to focus on selling donuts, rather than a variety of baked goods. e. Starbucks decides against opening any type of store location other than a coffee shop

c, d, e

A business that transforms resources into an intangible output and creates time or place utility for its customers is called a. a manufacturing organization. b. a biotechnology firm. c. an information technology firm. d. a service organization. e. a hybrid organization

d

A manager fulfills the primary role of a leader by a. choosing the best resources to most effectively and efficiently produce the organization's product or service. b. verifying the quality of resources that pass through the organization. c. determining how organizational resources will be released in the environment. d. encouraging workers to increase productivity. e. identifying the various suppliers the organization will utilize to acquire resources

d

A manager who recognizes how various tasks within an organization interrelate and contribute toward achieving broad corporate goals is demonstrating strong a. problem-solving skills. b. diagnostic skills. c. technical skills. d. conceptual skills. e. interpersonal skills.

d

A researcher hypothesizes that the age of employees influences their awareness of diversity. In this example, age is the __________ and diversity awareness is the __________. a. factor, control b. theory, correlation c. correlation, theory d. independent variable, dependent variable e. dependent variable, independent variable

d

Masculinity is a dimension of culture that a. gives employees a sense of autonomy. b. refers to the extent to which workers focus on the future. c. enhances organizational effectiveness. d. emphasizes assertiveness. e. refers to the extent to which workers prefer clear situations.

d

Organizations pursuing a differentiation strategy often try to develop a competitive advantage based on product a. intervention. b. integration. c. initiation. d. innovation. e. integrity.

d

Scientific management achieved which of the following? a. It decreased the monotony of work. b. It was eagerly accepted by workers. c. It gave workers control over their jobs. d. It increased productivity. e. It saw wide use for more than a century.

d

The __________ method relies on systematic studies that identify and replicate results using a variety of methods, samples, and settings. a. philosophical b. statistical c. mathematical d. scientific e. humanist

d

Walmart is famous for exemplifying the cost leadership strategy. Which of the following is Walmart likely NOT to do? a. Keep prices as low as possible b. Keep expenses as low as possible c. Rely heavily on low-wage employees d. Automate as few jobs as possible e. Automate as many jobs as possible

d

When organizations focus on the "softer" side of business, including organizational behavior factors, it can lead to a. weaker leadership. b. loss of trust among employees. c. better relationships with vendors. d. more motivated and more engaged employees. e. less motivated and less engaged employees.

d

Which of the following is NOT a benefit experienced by organizations that value diversity? a. Access to more perspectives on a problem b. New perspectives to organizational issues c. Less interpersonal conflict d. Greater homogeneity e. Increased employee performance

d

Which of the following is NOT a type of resource organizations use when pursuing corporate goals and objectives? a. Human b. Financial c. Physical d. Invisible e. Information

d

Which of the following statements does NOT accurately describe technology? a. Technology is a major driver for organizational change. b. Technology has widespread effects on the behavior of people in the organization. c. Technology provides a competitive advantage. d. Technology combines and transforms resources into outcomes. e. Technology is causing a shift toward a service-based economy.

d

Which of the following strategies focuses on company expansion, either organically or through acquisitions? a. Differentiation b. Cost leadership c. Specialization d. Growth e. Domination

d

Age-based diversity is a. an issue organizations experienced in the past, but it is not impacting organizations today. b. not beneficial to organizations, since different age groups do not work well together. c. difficult to achieve in the workplace, since older people rarely look for work. d. not a goal for organizations today, since there is little value to seek this type of diversity. e. a major issue affecting organizations today, as there is a large increase in older workers.

e

All of the following are considered cultural dimensions EXCEPT a. individualism/collectivism. b. uncertainty avoidance. c. power distance. d. masculinity. e. open-mindedness

e

An organization can gain a competitive advantage through which of the following sources? Select all that apply. a. Innovation b. Speed c. Cost d. Quality e. All of these are correct

e

By focusing on organizational behavior, a business seeks to understand how a. organizational systems shape employee behavior. b. organizational structures shape employee behavior. c. organizational processes shape employee behavior. d. organizational decisions shape employee behavior. e. All of these are correct.

e

Evaluating employee performance is an example of the managerial function of a. leading. b. decision making. c. organizing. d. planning. e. controlling.

e

Investing in developing organizational behavior (OB) skills will do all of the following EXCEPT a. prepare one to be a more effective employee. b. prepare one to be a more effective manager. c. prepare one to be a more effective leader. d. help one move up faster in any organization. e. help one improve technical skills.

e

Which of the following is NOT a factor that affects the nature of organizational behavior? a. The environment surrounding the organization b. Individuals' expectations and goals c. The organization itself d. Formal organizational policies and procedures e. Product price levels

e

Which of the following is a dimension of diversity? a. Age b. Gender c. Sexual orientation d. Mental abilities e. All of these are correct

e

Which of the following is an example of a technical skill? Select all that apply. a. Identifying which employee survey responses are likely to predict subsequent turnover b. Figuring out why the number of quality applicants to a five-star restaurant is decreasing c. Coming up with a new product idea that will help your organization dominate a competitive market d. Persuading an employee to take on additional work during a busy shift e. Ensuring that a piece of medical software is in compliance with HIPAA regulations

e