Chapter 5 quiz

Initiating Structure

-Behaviors that a leader engages in to make sure that work gets done and subordinates perform their job acceptably -assigning individual tasks to followers, planning ahead, setting goals, deciding which team members should perform which tasks and pushing subordinates to get their tasks accomplished

irreplaceability

-a function or division is irreplaceable when no other function or division can perform its activities -all functions and divisions are irreplaceable to a certain degree

sources of functional and divisional power

-ability to control uncertain contingencies -irreplaceability -centrality -ability to control and generate resources

ways of handling conflict

-accommodation -collaboration -compromise -avoidance -competition

Consideration behavior

-behavior indicating that a leader trusts, respects, and values goods relationships with his or her followers -shows followers that he or she cares about their well-being and is concerned about how they feel and what they think

differentiation

-differences in functional orientations -status inconsistencies -scarcity of resources

sources of organizational conflict

-differentiation -task relationships

ability to control uncertain contingencies

-event or problem that might occur and therefore must be planned for, by having the people and resources in place to deal with it should the event arise -marketing, PR, legal, IT, departments

centrality

-how vital or crucial a function or division's activities are to the operation of the entire organization and the degree to which it is positioned to gain access to important information from other functions -cross-functional teams

types of negotiation

-individual -group

ability to control and generate resources

-managers who control the funds of an organization and have the ability to give or withhold rewards (money and funding) to functions and divisions wield enormous power

task relationships

-overlapping authority -task interdependencies -incompatible evaluation systems

power struggles...

-sap strength -waste resources -distract from goals

5 factors to consider when measuring power

-sources of power -consequences of power -symbols of power -personal reputations -representational indicators

tactics for increasing individual power

-tapping the sources of functional and divisional power -controlling the agenda -bringing in an outside expert -building coalitions and alliances -recognizing who has power

factors of group level conflict management

-third party -mediator -arbiter

managers often disagree about...

...goals of an organization

pondy's 5 step sequence

1- Latent Conflict 2- Perceived Conflict 3- Felt Conflict 4- Manifest Conflict 5- Conflict Aftermath

power and politics can help an organization in two main ways:

1-managers can use power to have employees cooperate to achieve goals 2-managers can use power to promote new, more appropriate organizational goals

Sources of functional or divisional organizational power do NOT include ________. A) visibility B) centrality C) ability to control contingencies D) ability to control and generate resources

A

________ stems from superior ability or expertise in performing a task. A) Expert power B) Referent power C) Information power D) Charismatic power

A

_________is the style of handling conflict in which one party simply allows the other to achieve its goals.

A) Accommodation

The ownership of Uptick Incorporated is looking for a new vice president of sales to take charge of their failing team of salespeople. Their inter-company research has shown that the sales team lacks motivation and initiative. The research has also shown that this group performs at a much higher level when led by someone who assigns individual tasks to follow, plans ahead, sets goals, and pushes subordinates to get their tasks accomplished. Which of the following questions will BEST help the owners of Uptick Incorporated find the right person for the new vice president of sales job?

A) As a leader, do you believe in and follow initiating-structure behaviors?

________ is how vital or crucial the activities of a function or division are to the operation of the entire organization and the degree to which it is positioned to gain access to important information from other functions.

A) Centrality

Which of the following is NOT consideration when investigating the behavior approach to leadership?

A) Certain situational elements influence leadership behaviors.

Which of the following statements is FALSE?

A) Communication networks are found only at the organizational level.

______involves behaviors indicating that a leader trusts, respects, and values good relationships with his or her followers.

A) Consideration

______are what a person wants;________are why the person wants them.

A) Demands; interests

__________stems from superior ability or expertise in performing a task.

A) Expert power

______ are given the authority to influence members to achieve organizational goals.

A) Formal leaders

A girl was throwing a party for her friends. She sent an email that said, "Come join me for a summer celebration. It will begin at 2pm and end at 5pm. We will meet at Smith's Park in Allentown to play soccer and kickball. Make sure to bring water and clothes you don't mind getting dirty. Can't wait to see your smiling faces!" Which of the following statements BEST describes the effectiveness of this email?

A) It was ineffective because although clear, it was not complete.

________ is specialized terminology or language that members of a profession, occupation, or other group develop to aid communication among themselves.

A) Jargon

Which of the following statements about persuasive communication is FALSE?

A) Leaders attempt to persuade their employees, but the reverse does not happen.

Mark Trudeau, an account representative for Foster Paints, is a dedicated employee who consistently achieves over and above his supervisor's set goals. In his day to day work, Mark and his supervisor collaborate on the best ways they each think problems and issues should be handled. Over the course of his time with Foster Paints, he has worked closely with his supervisor, Danielle, often having as much to say about procedures as does Danielle. Together, they are able to accomplish great productivity and success through shared influence over each other. Based on the above information, which of the following is the MOST accurate statement?

A) Mark is in the "in group."

________ is anything that interferes with the communication process.

A) Noise

__________is the principal means of directing and controlling organizational goals and activities.

A) Power

__________leaders, according to Fiedler, are called _________LPC leaders.

A) Relationship-oriented; high

______is the power to give such things as pay raises, promotion, praises, and interesting projects to subordinates.

A) Reward power

__________is the extent to which work to be performed by a group is clearly defined.

A) Task structure

__________leaders want their subordinates to perform at a high level and accomplish all of their assigned tasks.

A) Task-oriented

Jose Garza spends long hours every day doing research for Biotech, Inc., a company that is focused on finding alternative fuel sources in a world that is growing more concerned each day about carbon emissions and climate change. Since he entered high school, some ten years ago, Jose has been deeply concerned about these issues as well. Because of his devotion to this cause, Jose is very happy in his job doing research in the field. Oftentimes he even works long past his paid work hours because he enjoys what he is doing and thinks it to be so important. Which of the following is TRUE?

A) The level of enjoyment, satisfaction, and purpose Jose derives from his work acts as a leadership substitute.

________ is the sharing of information by means of words, either spoken or written.

A) Verbal communication

________ are most common when there is pooled task interdependence.

A) Wheel networks

Yolanda Sparks is a leader who believes strongly in the relationship-oriented approach to leadership. Over the years, the use of this style has meant mostly good things for her company, Sandstone, Inc. Some of her subordinates, however, have complained about her leadership style in anonymous questionnaires routinely filled out by employees. Which of the following is MOST LIKELY a complaint that one of her employees has put in an anonymous questionnaire?

A) Yolanda's leadership often leaves us feeling as though our assembly line responsibilities are not as important as our regular conversations with her about things outside of work. This usually results in less work getting done and, therefore, lower productivity numbers on our weekly reports.

According to Krackhardt and Hanson, which informal communication network is MOST LIKELY to be used to solve the problem of repairing a complicated machine?

A) advice network

If the parties in conflict cannot find an equitable solution, a third party may act as a(n) _______or judge, and impose a solution.

A) arbiter

A politician wants to gain credibility for his campaign. Because the audience is full of active listeners, he should ________.

A) bring up opposing views and refute them

Grace is shopping for a computer when a salesman begins telling her why she should choose a certain model. He is using technical terms that Grace doesn't understand, so Grace loses interest and leaves. In the future, the salesman should ________.

A) change how he encodes the message

A(n)________ is a group of managers who have similar interests.

A) coalition

An important tactic for influencing decision making is to ________, that is, to determine what issues and problems decision makers will consider.

A) control the agenda

Research suggest that women tend to lead in a more_____ style, and men tent to lead in a more _______style.

A) democratic; autocratic

An American businessman was taking care of a business deal in Japan. He was planning on doing business with a Japanese firm because they have a strong reputation. After talking to the leaders of the firm, he decided they were sneaky and untrustworthy due to their indirect way of speaking. His perceptions MOST LIKELY occurred because of ________.

A) differences in linguistic styles

According to Robert House, ________lets subordinates know what tasks need to be performed and how they should be performed.

A) directive behavior

The issue of ________ between leaders and subordinates is a central concept in ethical leadership.

A) establishing trust

Transactional leaders motivate followers by_________

A) exchanging rewards for good performance

Jack Dobbs is trying to determine what communication medium to use to communicate his retirement plans to the employees of his company, Dobbs & Son. Jack has spent his entire career building his company that now has twenty-five employees all working in the same building on the south side of Chicago. Jack wants to be sure his employees understand that his son, Jack, Jr., will not change how employees are treated. What communication medium would be MOST effective for Jack to use in order to ensure his employees confidence in his son, Jack, Jr.?

A) face-to-face communication

According to Pondy's model, as the parties in the _____ stage assert their views, the significance of the disputed issues is likely to be blown out of proportion.

A) felt conflict

The sales division of a paper company has been very successful. Members have been able to increase the sale of paper by 150% in the past year. It has power in this organization because it__________

A) has the ability to generate resources

Ronald Ross is an employee in a work group of five people. Ronald's supervisor, Randy, interacts with other group members in a relatively superficial manner, providing them with information they need to get the job done while remaining formal and somewhat distant and cold. In contrast, Ronald and Randy have a great working relationship, exchanging information and unsolicited suggestions. Based on the leader-member exchange theory, the relationship between Ronald and Randy is BEST classified as ________.

A) in-group

Telephone conversations provide ________.

A) instant feedback

To counter the effect of increasing diversity as a barrier to effective communication, many large organizations are ________.

A) instituting diversity-training programs

A message is clear ONLY when ________.

A) it contains information that is easily interpreted or understood

A_______ is an individual who is able to influence group or organizational members to help the group or organization achieve its goal.

A) leader

A______ is something that acts in the place of a formal leader and makes leadership unnecessary.

A) leadership substitute

A________ is something that prevents a leader from having any influence and negates the leader's efforts.

A) leadership vortex

Fiedler asserts that ______ are relatively fixed or enduring.

A) ledership styles

When two parties are in continual negotiation with one another, they realize that they need to adopt a __________ perspective.

A) long-term

The communication ________ is the pathway through which encoded messages are transmitted.

A) medium

Which of the following is NOT an example of how managers should use communication to motivate employees?

A) promoting the filtering of critical information

Charismatic leaders are characterized by their ability to________

A) provide a vision to organizational members

To correctly implement the four general types of leader behavior recommended by the path-goal theory of leadership, leaders must________

A) take into account the nature of subordinates and the work they do

According to Fiedler,_____ are MOST effective in very favorable or unfavorable situations.

A) task-oriented leaders

The management of organizational politics MOST OFTEN falls to ________.

A) the CEO

All of the following are reasons for documenting a message in writing EXCEPT ________.

A) the message is routine

Deborah Dobson is a supervisor with Tye & Dye, Inc., and prides herself on her efficiency. She often finds herself glancing at her watch while others are speaking to her, or scanning a report while meeting with a subordinate on another matter. Given such behavior, Deborah should not be surprised to discover that she is considered by her coworkers ________.

A) to have poor listening skills

Judy Bailey is the chief engineering officer at a small biotechnology company. She oversees three laboratories and a group of mostly male engineers and biologists. The first woman in this position, Judy has perceived some ambivalence, as well as some animosity, regarding her authority. The research on gender and leadership suggests that Judy is MOST LIKELY to ________.

A) use a democratic style to win over opponents

Sources of functional or divisional organizational power do NOT include________

A) visibility

A(n) ________ depends on one central member to receive and send messages to the other group members, and is most common when there is pooled interdependence.

A) wheel network

If on-the-job conflict is due to __________, the organization can use education and training to help employees appreciate the differences in their attitudes and avoid or resolve conflict.

A) work-force diversity issues

A manager should be MOST concerned if conflict is in the ________ stage. A) latent B) manifest C) felt D) perceived

B

Although controlling resources is important in organizations, the ability to ________ them is also crucial. A) allocate B) generate C) share D) hoard

B

Pauline Paisley is vice president of manufacturing at Apex Aluminum Co. She is constantly battling with the marketing department. She cannot understand marketing's constant concern for new quality products that increase costs, and she knows marketing does not realize the costs of retooling and manufacturing new products. The source of conflict is BEST described as ________. A) incompatible task relationships B) differences in functional orientation C) centrality of the manufacturing division D) interpersonal differences between executives

B

When managers obtain their goals via tactics such as sabotage or strikebreaking, they are generally in the ________ stage of Pondy's model. A) felt conflict B) manifest conflict C) perceived conflict D) latent conflict

B

________ is characterized by active disagreement over which organizational goals to pursue and how to pursue them. A) Turf warfare B) Political decision making C) Interdepartmental divergence D) Organizational conflict

B

________ is the style of handling conflict in which one party simply allows the other to achieve its goals. A) Avoidance B) Accommodation C) Collaboration D) Compromise

B

________ is the set of pathways though which information flows within a group or organization.

B) A communication network

________ is the medium with the highest level of information richness.

B) A face-to-face conversation

_______ is based on the ability to give or withhold punishment.

B) Coercive power

_________is the sharing of information between two or more individuals or groups to reach a common understanding.

B) Communication

Which statement MOST accurately reflects a devil's advocate's response to persuasive communication?

B) Devil's advocates are not easily swayed by emotional appeals.

________ occurs when senders withhold part of a message because they think the receiver does not need the information or will not want to receive it.

B) Filtering

Which of the following is NOT one of the tactics that managers can use to structure the negotiation and bargaining process to make compromise and collaboration more likely?

B) Focus on the people, not the problem

________ pertains to the amount of information a given communication medium can carry and the extent to which that medium enables senders and receivers to reach a common understanding.

B) Information richness

_______involves behaviors that a leader engages in to make sure the work gets done and subordinates perform their jobs acceptably.

B) Initiating structure

__________is the ultimate source of individual power in the organization.

B) Legitimate power

Which of the following is NOT a potential explanation of why women tend to use more democratic leadership styles than men do ?

B) Men tend to be more task-oriented than women are.

________ is the self-interested struggle that arises when the goal-directed behavior of one person or group blocks the goal-directed behavior of another person or group.

B) Organizational conflict

Which of the following statements regarding the leader-member exchange theory of leadership is FALSE?

B) Out-groups are necessarily large than in-groups

How is conflict related to performance?

B) Performance increases with conflict up to a point, then conflict causes performance to fall.

________ is an attempt by one person or group to share information with other persons or groups in order to get them to accept, follow, or otherwise achieve the objectives the communicator desires.

B) Persuasive communication

_________ is characterized by active disagreements over which organizational goals to pursue and how to purse them.

B) Political decisions making

_____ refers to the amount of formal authority that the leader has to reward and punish subordinates

B) Position power

________ are unofficial bits of information on topics that are important or interesting to an organization's members.

B) Rumors

Which of the following statements BEST describes the communication of a company where all communication takes place via electronically-transmitted verbal communication?

B) Their communication is not as rich as it could be.

Which of the following statements regarding subordinates who have an in-group relationship with their leaders is FALSE?

B) Their relationship is distant and impersonal

Which of the following is TRUE regarding both the trait and behavior approaches to leadership?

B) They essentially ignore the situation in which leadership takes place.

_________occurs when a leader motivates followers purely by exchanging rewards for good performance and noticing and reprimanding subordinates for mistakes and substandard performance.

B) Transactional leadership

__________inspires followers to trust the leader, perform behaviors that contribute to the achievement of organizational goals, and perform at high levels.

B) Transformational leadership

Which of the following is enhanced by nonverbal communication?

B) an in-person meeting

Formal sources of power are based on________

B) an individual's position in the organization

During management-union bargaining, both sides use ________ as they try to influence their opponent's perspectives.

B) attitudinal structuring

If a group has high group efficacy and its members have a passion for group goals, they will be LEAST LIKELY to partake in ______ if there is conflict with another group.

B) avoidance

Leadership neutralizers can______________

B) be found in the characteristics of the work group

When a message is ambiguous, the receiver's ________ will be MOST LIKELY to affect interpretation of the message.

B) biases

A teacher rearranges her students' desks from rows to several square groups of four desks. These groups are MOST conducive to a ________ communication network

B) circle

The owner of a company wants to avoid conflict at all costs. He makes sure his mangers understand how important it is that there is never any conflict between employees. The manager is unaware that__________

B) conflict can lead to improved efficiency and is unavoidable

When______, situations are more favorable for leading.

B) consideration is high

During group meetings, Douglas is never able to discuss his idea for reducing energy usage in the office. He has a detailed, well thought out plan for how to accomplish this. He thinks it is a really great idea that can save the company money. But, within the current context, he does not even have a chance to share his ideas. Douglas should focus his efforts on ________.

B) controlling the agenda

Pauline Paisley is vice president of manufacturing at Apex Aluminum Co. She is constantly battling with the marketing department. She cannot understand marketing's constant concern for new quality products that increase costs, and she knows marketing does not realize the costs of retooling and manufacturing new products. The source of conflict is BEST described as ________.

B) differences in functional orientation

A leader who tells subordinates what to do is engaging in______ behavior

B) directive

During management-union negotiations, _____is the process by which the parties decide who will get what and how much.

B) distributive bargaining

Using the phrase "it's in the best interests of everyone in our department and vital to the future of our company" frames an argument with ________ appeal.

B) emotional

Encoding is MOST necessary to communication because it ________.

B) entails modifying a message based on who is receiving it

A gas company employee who is especially proficient in dealing with state regulators to get results the company needs MOST LIKELY possesses __________

B) expert power

As an attorney with the firm of Dewey, Cheatum, & Howe, Juliana has just received the message from a major client that she is not to proceed with a legal filing. Juliana called the client back to say that she had stopped the filing process, and the client thanked her before hanging up. Juliana's response to the clients' message is an example of the ________.

B) feedback loop

Janet, a manager at a local restaurant, was very frustrated with one of the chefs. The chef sang as he cooked and this disturbed Janet. But, the chef did not change his behavior. Finally, one day, in anger, Janet told the chef that she was very disappointed that he had not changed his behavior. In shock, the chef said, "I didn't even know that you were upset by my singing. Of course, I will stop." Janet had failed to communicate her ________.

B) feelings and emotions

Pondy's model notes that during the ______ state, the parties in conflict develop negative feelings about each other.

B) felt conflict

Although controlling resources is important in organizations, the ability to ________ them is also crucial.

B) generate

The ________ is a set of informal communication pathways though which unofficial information flows in an organization.

B) grapevine

Which of the following is NOT a source of informal individual power?

B) information

Sandy Shaw is the leader of a production group at Tech-Deck, Inc. As the leader, Sandy often finds that her employees approach her with concerns regarding both professional development and personal issues. Sandy is uncomfortable providing advice in these areas, however, and wishes to maintain a purely professional relationship with her subordinates, concentrating primarily on issues relating to completion of work assignments and goal setting. Sandy is exhibiting leader behavior characterized by the Ohio State studies as ________.

B) initiating structure

Once the parties to a conflict focus on their_______, they can use bargaining and negotiation to discover creative solutions that will benefit them both.

B) interests

As the chief mechanic at Fly Hi Airlines, Mack Wild's department is the only one that has the necessary skills to repair the airline's critical cockpit electronics. The senior managers all treat Mack with respect and try to avoid criticizing him or his department because they MOST LIKELY see Mack's department as ________.

B) irreplaceable

Communication is complete after ________.

B) it contains all the information necessary to achieve a common understanding between the sender and the receiver

According to Pondy's model, no actual conflict exist during the ______ stage, but the potential for conflict is present.

B) latent conflict

The first stage in Pondy's model of organizational conflict is_________

B) latent conflict

The extend to which a leader actually does help a group or organization to achieve its goals is BEST described as ___________

B) leader effectiveness

Leadership neutralizers tend to be dysfunctional for the organization because they MOST OFTEN indicate that the________

B) leader's influence is lacking

The ____ describes the different types of relationships that may develop between a leader and a follower.

B) leader-member exchange theory

Fielder described situations in which followers appreciate, trust, and feel a certain degree of loyalty towards their leaders as being high in________

B) leader-member relations

As division manager for Rebely Research, Inc., Larry Friend's ability to determine which researchers receive the funding to complete their projects is an example of _________

B) legitimate power

A manager should be MOST concerned if conflict is in the_______ stage.

B) manifest

When managers obtain their goals via tactics such as sabotage or strikebreaking, they are generally in the ______ stage of Pondy's model.

B) manifest conflict

A__________takes an independent stance and allows the parties to find their own solution to a problem.

B) mediator

A manager tells employees about the new reward and punishment system that she is going to implement in the group. She spends far more time discussing rewards and explains that she believes that all employees can earn the rewards if they devote the right amount of effort to their work. She is very encouraging. The manager is MOST LIKELY trying to ________ her employees.

B) motivate

As the vice president for production at Acme Products, Bruce Bishop has learned that he can gain support to accomplish his goals by agreeing to support projects advocated by other executives at Acme. This process of trading support for the interests of various individuals or functions can lead to formation of ________.

B) political coalitions

Jill asked Jack to go to the store and pick up apples, milk, and bread. Jack was watching tv and did not look up at Jill when she spoke to him. He assured her that he heard her and would take care of her requests. When Jill left, Jack did not at all remember what Jill had said to him. Jill did not communicate with Jack due to _______.

B) poor listening

In the communication process, the ________ is the individual, group, or organization for which the information is intended.

B) receiver

People who gain power and influence in a group because they are liked, respected and admired possess_________

B) referent power

As a manager, Jan's most important concern is getting along with her subordinates. She wants everybody to be friends. Her style of leadership is ____________

B) relationship-oriented

The leader trait approach asserts that _____ helps a leader to influence followers and to motivate them in the face of obstacles or difficulties.

B) self-confidence

According to Fiedler, a group that has clear goals and specific means for accomplishing those goals is operating at high levels of ___________

B) task structure

The two distinct leadership styles in the contingency model of leadership are referred to as _______

B) task-oriented and relationship-oriented

A college professor was very excited to have a specific guest visiting his class. When he introduced the guest to the class, he momentarily forgot that the students were not experts in the field of study. Consequently, he used several different acronyms to describe the guests experiences. The students did not understand these acronyms. As a result, ________.

B) the jargon prevented effective communication

The sharing of information as well as ______ must take place in order for communication to take place.

B) the reaching of common understanding

When followers want to believe leaders have the ability to make a difference and attribute qualities to them they really don't possess, they are experiencing________

B) the romance of leadership

Nell Bates has recently become the supervisor of the shipping department at Bates and Hitchcock Suppliers, Inc. In her first week on the job, she spent 10 minutes meeting with each employee to discuss the department's objectives and the timeline for meeting these objectives. This scenario demonstrates that one function of communication is ________.

B) to provide information

If a supervisor wants to gain credibility for his idea to shift work hours to an earlier time in order to increase productivity, it would be BEST for him to ________. A) form coalitions with other powerful managers even though they often act questionably B) prevent formal discussion of any issues that do not support his view C) bring in an outside expert to back up his ideas D) use punishment or rewards to garner support for his ideas

C

Power is BEST defined as the ability of ________. A) managers to increase their authority and pursue their own interests B) managers to increase their authority and ability to influence the work of others C) one person or group to cause another person or group to do something that they might not otherwise have done D) one person or group to promote their own agenda

C

Which of the following statements is TRUE?

C) Active listeners avoid interrupting the speaker.

______ are MOST LIKELY to have high levels of self-confidence and self-esteem, which encourages their followers to repeat and admire them.

C) Charismatic leaders

________ is an intense form of referent power.

C) Charismatic power

________usually involves bargaining and negotiation to reach a solution that is acceptable

C) Compromise

________ in an organization occurs when people and tasks are grouped into functions or divisions to produce goods or services.

C) Differentiation

________ is the translation of the message into symbols or language that the receiver can understand.

C) Encoding

________________ is the exercise of influence by one member of a group or organization over other members to help the group or organization achieve its goals.

C) Leadership

___________is the power to control and use organizational resources to accomplish organizational goals.

C) Legitimate power

Which of the following statements regarding gender and leadership is FALSE?

C) Men tend to lead in more democratic manner

______ is the process in which groups with conflicting interest meet to make offers, counteroffers, and concessions in an effort to resolve their differences.

C) Negotiation

_________ suggest that leader need to focus on what outcomes motivate their followers and then to distribute those outcomes to subordinates when they attain their work goals and

C) Path-goal theory

Sally is a waitress at a well-established local restaurant. She works with several other waitresses, each of them of equal status. They do not supervise anyone nor have they been given any authority other than what is required to serve the customers. However, Sally is extremely well liked by patrons, the other waitstaff, and the cooks. Which BEST describes Sally's power within the organization?

C) She holds referent power within the organization.

Political coalitions are MOST OFTEN built by ________.

C) agreeing to trade support among various individuals or functions

Which of the following groups is LEAST LIKELY to use an all-channel communication network?

C) auto assembly-line workers

Group A and Group B have conflicting goals. Group A believes its goals are unattainable. Many members of Group A dislike members of Group B and feel that Group B's goals are also unattainable. Group B's projects have resulted in failure after failure, and this has caused low group-efficacy. Members of Group B think members of the Group A are rude and act as if they are better than them. What will MOST LIKELY occur?

C) avoidance

If a supervisor wants to gain credibility for his idea to shift work hours to an earlier time in order to increase productivity, it would be BEST for him to ________.

C) bring in an outside expert to back up his ideas

All of the critical operation information at the Daily Pioneer newspaper flows through the layout department. Jeffrey Sines, the head of the layout department, has a lot of power within the organization MOST LIKELY because of the ________.

C) centrality of his department

A(n) ________ is characterized by communication between members flowing in a predetermined sequence, and is most common when tasks are sequentially interdependent.

C) chain network

Transformational leaders are MOST LIKELY to influence their subordinates by being_________

C) charismatic

Legitimate, reward, and coercive powers become less potent in the presence of ________.

C) charismatic power

In a ________ network, members communicate with those who are similar to them on some dimension, such as expertise, interests, or location.

C) circle

Two parties in conflict both want to achieve their goal. Both parties would also like the other party to achieve its goal. This will MOST LIKELY result in_________

C) collaboration

The leader behaviors of initiating structure and consideration are BEST described as __________

C) complementary

In the ______ decision-making style, subordinates have some input, but the leader makes the decision.

C) consultative

Jim Bosley is a corporate manager for a large corporation. He has the authority to approve projects of the organization's subsidiaries. He knows that his PRIMARY source of power is his ________.

C) control over resources

All of the following are examples of initiating-structure behavior EXCEPT______

C) counseling employees

Receivers are MOST LIKELY to withhold feedback or to provide inappropriate feedback when the ________.

C) feedback is negative

Transformational leaders do all of the following for their subordinates EXCEPT__________

C) increase awareness of their dependence on the organization

The potential for conflict _______ as the interdependence of functions or divisions______

C) increases; increases

Even though _____ have no official job authority, their ability to influence others stems from one special skills or talents they possess.

C) informal leaders

An attorney in a large law practice is not a very successful lawyer. However, he is able to provide a valuable service to the practice--he understands the relationships that the law firm has developed with clients in a way that nobody else understands them. For example, he reminds his law partners to send out birthday notes to their clients on their birthdays because he knows when they occur. This attorney MOST LIKELY possesses ________.

C) information power

In choosing a medium, one of the most significant trade-offs is between ________ and the amount of time it takes to communicate the message by using the medium.

C) information richness

Effective communication requires that the sender translate the message into a form that ________.

C) is understood by the receiver

When the landing signal officer on an aircraft carrier tells the pilot of an aircraft preparing to land "Right for lineup" or "Get dirty" instead of describing the numerous moves required for each action, this is an example of ________.

C) jargon expediting effective communication

Managers use all of the following political tactics to increase their individual power EXCEPT___________

C) making unilateral decisions

Preliminary research has indicated that leaders mood_______

C) may be an important determinant of leader effectiveness

The path-goal theory of leadership focuses on effective leaders as _______

C) motivators

During the middle school's open house, the teacher told her student's parents that she really liked their child. While saying this she had a very dirty look on her face. Through her ________, the teacher raised doubts as to whether she really liked the children.

C) nonverbal communication

Power is BEST defined as the ability of

C) one person or group to cause another person or group to do something that they might not otherwise have done.

Managers engage in __________ to increase their power and pursue goals that favor their individual and group interests.

C) organizational politics

The problems caused by_______ can often arise when a growing organization has not yet fully worked out relationships between different groups.

C) overlapping authority

According to Robert House, ______ enables subordinates to be involved in making decisions that affect them.

C) participative behavior

According to Pondy's model, _____ begins when one party becomes aware that its goals are being thwarted by the actions of another party.

C) perceived conflict

According to Pondy's model, during the _____ stage, conflict escalates as functions start to battle over the cause of the problem.

C) perceived conflict

The ability of informal leaders to influence others MOST OFTEN stems from______

C) special skills or talents they possess

The process that confirms that a message has been received and properly understood is called ________.

C) the feedback loop

Real communication occurs when_______

C) the sender and receiver attribute the same meaning to the message

The ________ provides paths of communication for delicate information, as well as for potential and actual crises.

C) trust network

The behavior approach to leadership focuses on_______

C) what leaders actually do.

A ________ is an outsider who is skilled in handling bargaining and negotiation. A) judge B) middle man C) field marshal D) third-party negotiator

D

A division's ability to control contingencies ________. A) gives the division the power to reward and punish behavior B) means that it is the only division to have this power C) makes the division vital to all other divisions D) allows the division to handle sudden changes

D

A manager can use reward power to influence and control subordinate behavior as long as the rewards are ________. A) scarce B) tangible C) intangible D) valued

D

According to Pondy's model, ________ begins when one party becomes aware that its goals are being thwarted by the actions of another party. A) felt conflict B) latent conflict C) perceived conflict D) manifest conflict

D

Which statement BEST explains the relationship between charisma and power? A) The more charisma a person has, the less able they are to influence others. B) If one lacks charisma, one cannot have legitimate power. C) If one has charisma, one also has other formal powers. D) If one possesses charisma, other powers may not be as important

D

________ are MOST LIKELY to sap the strength of an organization, waste organizational resources, and distract the organization from achieving its goals. A) Strict orders B) Strong CEOs C) Organizational politics D) Power struggles

D

_________provides employees with the information they need to do their jobs effectively.

D) Communication

Carlos Rivera is a middle-level, expatriate manager who works for a multinational corporation. He has learned two languages and seven dialects in an effort to communicate and be friendly with his subordinates. Carlos is engaging in leader behaviors that the Ohio State studies would characterize as ________.

D) Consideration

Who is following the Path-goal theory in the following examples?

D) Darla Pierce wants her subordinates to believe that she does not have confidence in them so that they continually work to surpass her expectations.

Which of the following is an advantage of employee participation?

D) Decisions are accepted more readily.

________ is the process by which the receiver interprets or tries to make sense of the message the sender is trying to transmit.

D) Decoding

________ MOST OFTEN offer the most facility for persuasive communication.

D) Face-to-face conversations

__________is the power that stems from a person's position in an organization's hierarchy.

D) Formal individual power

Which statements BEST explains the relationship between charisma and power?

D) If one possesses charisma, other powers may not be as important

Which statement BEST describes how jargon is related to decoding?

D) If the receiver has a strong background in the subject, decoding will occur.

________ allows a sender to communicate with the largest number of receivers simultaneously.

D) Impersonal written communication

_______is derived from personal characteristics.

D) Informal individual power

________ is the change in meaning that occurs when a message travels through a series of senders to a receiver.

D) Information distortion

________ are MOST LIKELY to sap the strength of an organization, waste organizational resources, and distract the organization from achieving its goals.

D) Power struggles

The owner of a tire company is in the process of choosing a spokesperson. She wants to choose someone that will have high credibility. Her BEST option for a spokesperson would be ________.

D) a successful racecar driver

According to Robert House, _____ pushes subordinates to do their best.

D) achievement-oriented behavior

When individuals conflict is due to a clash of personalities and a lack of understanding between parties, the BEST first step the organization can take to help resolve the situation is _____

D) advising and counseling the individuals involved.

A(n) ________ is MOST OFTEN used in groups whose task involves reciprocal task interdependence.

D) all-channel network

A division's ability to control contingencies ________.

D) allows the division to handle sudden changes

Managing organizational conflict is NOT a way to ________.

D) avoid making difficult decisions

As the complexity of task relationships between functions increases, evaluating and rewarding performance__________

D) becomes more difficult

Which of the following do leaders NOT use to motivate employees when using the path-goal theory of leadership?

D) commanding behaviors

An employee needs to figure out what paper work he needs to complete to request vacation time. He would turn to the ________ to learn this.

D) communication network

Every conflict episode leaves a _____ that affects the way both parties perceive and respond to future episodes.

D) conflict aftermath

Effective leaders do NOT use emotional intelligence to __________

D) convince employees that they have skills that they do not have

Leadership does NOT involve______________.

D) disregarding the needs of individuals for the good of the whole.

Personally addressed written communication BEST helps to ________.

D) encourage the receiver to pay attention to it

Good communication serves all of the following functions in an organization EXCEPT_______

D) ensuring agreement between employees

Carly, a district manager of a chain restaurant, has been under a lot of stress lately because her store did not meet last month's sales quota. While going over this month's sales numbers, which look equally bad, Mary, one of her lead waitresses, calls in sick. Carly immediately begins yelling at her and telling her that she must come in whether or not she is sick. Mary tries to protest, but is unable to because she is crying. What important function of communication is Carly MOST LIKELY ignoring?

D) expressing feelings and emotions

Fiedler suggest that when leaders are under stress, they concentrate on__________

D) first priority

According to Fiedler, all of the following determine how favorable citations are for leading EXCEPT__________

D) goal-setting theory

The communication process is complete when both parties ________.

D) have reached a common understanding

Which of the following is the LOWEST in information richness?

D) impersonal written communication

Leaders______ their subordinates' level of motivation, performance, and decision making.

D) influence

In persuasive communication, the sender's task is to ________.

D) influence the receiver's response

Which of the following factors is LEAST LIKELY to enhance a sender's credibility?

D) informal leadership

Which one of the following traits does NOT have a strong relationship to effective leadership?

D) ingenuity

Emotional maturity does NOT ensure that a leader_______

D) is self-confiendent

Characteristics of the ______ CANNOT act as a leadership substitute.

D) leader

When transformational leadership is present, subordinates do NOT display_______

D) less commitment to the organization

Union and management negotiators MOST OFTEN develop ________ relationships with one another and try to cooperate to avoid stalemate.

D) long-term

According to Pondy's model, during the ____ stage one party decides how to react to or deal with the party that it sees as the source of the conflict, and both parties try to hurt each other and thwart each other's goals.

D) manifest conflict

People who do not like talking on phones because they feel they are not really communicating MOST LIKELY rely on ________ communication.

D) nonverbal

All of the following are part of a person's linguistic style EXCEPT ________.

D) physical distance

Two managers have conflicting views of how to best handle a recent increase in funds. They have many meetings and each manager must argue his position. After several weeks, a decision is made that results in efficient and effective use of the new resources. This example BEST shows that________

D) political decision making can lead to improved performance

The formal and informal sources of power possessed by managers, functions, and divisions that determine how an organization makes decision is the organization's

D) power structure

Which of the following is NOT a major source of interpersonal and intergroup conflict?

D) quality evaluation systems

Bruce is a middle manager who is in the running for an upper management position. During an interview with the hiring committee, he pays the most attention to an older gentlemen who seems to command a great deal of authority. Bruce watches the man's changes in facial expressions during his responses and modifies his answers accordingly. Bruce does not pay attention to or make eye contact with a woman on the end who is quiet and not as well dressed. It turns out that the woman on the end has the most authority in the hiring process and did not care for Bruce's lack of eye contact. She decided the team would keep searching for the right candidate. Bruce failed to ________.

D) recognize who holds power

Equity and fairness are important when attempting to balance________

D) reward and coercive power

The ________ is the individual, group, or organization that needs or wants to share information with some other individual, group, or organization

D) sender

A manager has been told by upper management to communicate a message to several of his employees. The manager needs to convey the message quickly and does not want to have a lengthy discussion about the message. His BEST option would be ________.

D) sending an email

According to Fiedler's contingency theory, which of the following is NOT correct?

D) situations cannot be changed to match the specific characteristics of leaders.

Which of the following will NOT be accomplished by allowing subordinates to participate in making decisions and solving problems?

D) speed the decision-making process

Nonverbal communication is the sharing of information by all of the following means EXCEPT ________.

D) spoken word

The publicity department of a book publisher was recently publicly praised in a company-wide meeting for their integral part in making the company's latest bestseller a success. A few days after the company meeting, one of the company's managing editors noticed that it was taking the publicity department longer than normal to get back to her critical request for the an author's schedule on an upcoming publicity tour. The managing editor is upset by this delay because in the past, publicity has always been prompt in their response. Which of the following is the MOST LIKELY cause for publicity's delayed response?

D) status inconsistencies

It would be incorrect to say that a division or function becomes powerful when the tasks that it performs give it the ability to_________

D) stop working by having other divisions do its work.

Which of the following is NOT a characteristic of transformational leadership??

D) stressing the reward-for performance equation

Developmental consideration is behavior by a leader that is __________

D) supportive and encouraging

Conflict will MOST LIKELT occur between___________

D) the local police and the FBI agents when they are working on the same case.

Which of the following does NOT determine the persuasiveness of a written message?

D) the place in which the message was composed

A good listener would NOT ________ while somebody else was speaking to him.

D) think of what he was going to say next

A_______ is an outsider who is skilled in handling bargaining and negotiation.

D) third-party negotiator

Path-goal theory does NOT say that leaders should__________

D) threaten their subordinates with consequences if they do not achieve objectives

According to the leader trait approach, _______ helps a leader deal with the uncertainty inherent in any leadership role.

D) tolerance for stress

A manager can use reward power to influence and control subordinate behavior as long as the rewards are______________

D) valued

A person's reputation within an organization indicates very little of the person's power to influence decision-making

False

According to researchers, conflict in an organization is always dysfunctional because it leads to lower performance, overall

False

Charismatic power is an intense form of expert power.

False

Pondy's model of the conflict process has limited applicability within organizations and provides guidance only for a limited range of situations

False

The strength of manifest conflict has no effect on organizational effectiveness

False

Compromise usually involves bargaining and negotiation to reach a solution that is acceptable to both parties.

True

Informal individual power stems from personal characteristics.

True

Managers who abuse power and politics to promote their own interests are likely to harm the interests of others.

True

Task relationships generate conflict between people and groups, because organizational tasks are interrelated and affect one another

True

The ability to confer rewards and punishments fairly and equitably is a crucial managerial skill.

True

The ability to control and generate resources for an organization is a source of functional and divisional power.

True

The legitimate power of a CEO is granted by an organization's board of directors.

True

The management of conflict between individuals is directed at changing the attitudes or behavior of those involved in the conflict.

True

Union and management negotiators often develop long-term relationships with one another and try to cooperate

True

coalition

a group of managers who have similar interests and join forces to achieve their goals

Leader punishing behavior

a leader's negative response to subordinates' undesired behavior -occurs when a leader reprimands or otherwise responds negatively to subordinates who perform undesired behavior

Leader reward behavior

a leader's positive reinforcement of subordinates' desirable behavior -leaders who notice when their followers do a good job and acknowledge it with compliments, praise, or more tangible benefits like a pay raise

Formal leaders

a member of an organization who is given authority by the organization to influence other organizational members to achieve organizational goals

Vroom and Yetton Model

a model that describes the different ways in which leaders can make decisions and guides leaders in determining the extent to which subordinates should participate in decision making -subordinate participating helps ensure they will accept a decision that affects them or requires their support

negotiation

a process in which groups with conflicting interests meet together to make offers, counteroffers, and concessions to each other in an effort to resolve their differences

Least preferred co-employee scale

a questionnaire that measures leader style by scoring leaders' responses to questions about the co employee with whom they have the most difficulty working

Charismatic Leaders

a self-confident, enthusiastic leader able to win followers' respect and support for his or her vision of how good things could be

Path-Goal Theory

a theory that describes how leaders can motivate their followers to achieve group and organizational goals and the kinds of behaviors leaders can engage in to motivate followers -suggests that effective leaders follow 3 guidelines to motivate their followers and will have highly motivated subordinates who are likely to meed their work goals and perform at high levels

Leader member exchange theory

a theory that describes the different kinds of relationships that may develop between a leader and a follower and what the leader and the follower give to and receive back from the relationship

organizational politics

activities managers engage in to increase their power and pursue goals that favor their interests

leader

an individual able to influence group or organizational members to help the group or organization achieve its goals

Informal leaders

an organizational member with no formal authority to influence others who nevertheless is able to exert considerable influence because of special skills or talents

purpose of pondy's model of organization conflict

analyzes conflict and guides manager's attempt to manage and resolve it

The contingency theory of leadership examines__________

b) how a particular situation influences a leader's effectiveness

According to Fiedler,_____are MOST effective in moderately favorable situations.

b) relationship-oriented leaders

Developmental Consideration

behavior by a leader that is supportive and encouraging toward followers and gives them opportunities to develop and grow on the job, such as by acquiring new skills and capabilities

When a message is ambiguous, the receiver's ________ will be MOST LIKELY to affect interpretation of the message.

biases

Grace is shopping for a computer when a salesman begins telling her why she should choose a certain model. He is using technical terms that Grace doesn't understand, so Grace loses interest and leaves. In the future, the salesman should ________.

change how he encodes the message

A teacher rearranges her students' desks from rows to several square groups of four desks. These groups are MOST conducive to a ________ communication network.

circle

organizational conflict

conflict that arises when the goal-directed behavior of one person or group blocks the goal-directed behavior of another person or group

political decision making

decision making characterized by active disagreement over which organizational goals to pursue and how to pursue them

An American businessman was taking care of a business deal in Japan. He was planning on doing business with a Japanese firm because they have a strong reputation. After talking to the leaders of the firm, he decided they were sneaky and untrustworthy due to their indirect way of speaking. His perceptions MOST LIKELY occurred because of ________.

differences in linguistic styles

Good communication serves all of the following functions in an organization EXCEPT ________.

ensuring agreement between employees

types of informal power

expert power referent power charismatic power

Carly, a district manager of a chain restaurant, has been under a lot of stress lately because her store did not meet last month's sales quota. While going over this month's sales numbers, which look equally bad, Mary, one of her lead waitresses, calls in sick. Carly immediately begins yelling at her and telling her that she must come in whether or not she is sick. Mary tries to protest, but is unable to because she is crying. What important function of communication is Carly MOST LIKELY ignoring?

expressing feelings and emotions

Communication takes place whenever a person speaks to another person.

false

Persuasive communication only requires the accurate transfer of information, not "framing" or "packaging" the material in order to influence others.

false

Reaching a common understanding in communication means that people have to agree with each other.

false

Since telephone conversations do not provide the receiver with nonverbal cues, their information richness is very low.

false

As an attorney with the firm of Dewey, Cheatum, & Howe, Juliana has just received the message from a major client that she is not to proceed with a legal filing. Juliana called the client back to say that she had stopped the filing process, and the client thanked her before hanging up. Juliana's response to the clients' message is an example of the ________.

feedback loop

The Leader behavior approach

focuses on what leaders actually do - specific behaviors performed by effective leaders -seeks to identify which leader behaviors help employees, groups and organizations achieve their goals -most leader behaviors involved either considerations or initiating structure

sources of individual power

formal power informal power

________ is the change in meaning that occurs when a message travels through a series of senders to a receiver

information distortion

Transformational Leadership

leadership that inspires followers to trust the leader, perform behaviors that contribute to the achievement of organizational goals and perform at high levels -occurs when the leader transforms or changes his or her followers in three important ways that result in followers trusting the leader, performing behaviors that contribute to the achievement of organizational goals and being motivated to perform at high levels

Transactional leadership

leadership that motivates followers by exchanging rewards for high performance and noticing and reprimanding subordinates for mistakes and substandard performance

types of formal power

legitimate power reward power coercive power information power

Behavior Approach: Leader Reward and Punishing Behavior

managers who are leaders administer reinforcements and punishments

major role of a CEO

manages organizational politics

During the middle school's open house, the teacher told her student's parents that she really liked their child. While saying this she had a very dirty look on her face. Through her ________, the teacher raised doubts as to whether she really liked the children.

nonverbal communication

All of the following are part of a person's linguistic style EXCEPT ________.

physical distance

Jill asked Jack to go to the store and pick up apples, milk, and bread. Jack was watching tv and did not look up at Jill when she spoke to him. He assured her that he heard her and would take care of her requests. When Jill left, Jack did not at all remember what Jill had said to him. Jill did not communicate with Jack due to _______.

poor listening

Leader Style

relationship oriented - want to be liked by and get along well with their subordinates -task oriented - want their subordinates to perform at a high level and accomplish all their assigned tasks to the best of their abilities

A manager has been told by upper management to communicate a message to several of his employees. The manager needs to convey the message quickly and does not want to have a lengthy discussion about the message. His BEST option would be ________.

sending an email

Situational characteristics

situations vary in their favorability for leading - the extent to which the situation allows the leader to easily guide and channel subordinate behavior in the direction of high performance and goal attainment

Leadership substitutes

something that acts in place of a formal leader and makes leadership unnecessary -characteristics of the subordinate, the work, the group, and the organization all have the potential to act as substitutes for leadership -functional for the organization becuase they free up some of the leader's time for other activities

Leadership neutralizers

something that prevents a leader from having any influence and negates a leader's efforts --characteristics of the subordinate, the work, the group, and the organization all have the potential to act as neutralizers for leadership -dysfunctional because they reduce a leader's ability to influence subordinates

Leader Trait Approach

sought to identify enduring personal traits that distinguish leaders from followers, and effective from ineffective leaders -for some traits, it is not cleat what comes first:being in a leadership position or posessing the trait in question

The owner of a tire company is in the process of choosing a spokesperson. She wants to choose someone that will have high credibility. Her BEST option for a spokesperson would be ________.

successful race car driver

power

the ability to cause others to do something they otherwise wouldn't have done

Position power

the amount of formal authority a leader has -a situation is more favorable for leading when position power is high

Leadership

the exercise of influence by one member of a group or organization over other members to help the group or organization achieve its goals

Task structure

the extent to which the work to be performed by a group is clearly defined -extent to which the work a group performs is clearly defined and understand -high - when a group has specific goals that need to be accomplished, and every group member knows how to go about achieving these goals

A college professor was very excited to have a specific guest visiting his class. When he introduced the guest to the class, he momentarily forgot that the students were not experts in the field of study. Consequently, he used several different acronyms to describe the guests experiences. The students did not understand these acronyms. As a result, ________.

the jargon prevented effective communication

Leader member relations

the relationships between a leader and his or her followers

Fiedler's Contingency theory of leadership

the theory that leader effectiveness is determined by both the personal characteristics of leaders and by the situations in which leaders find themselves -why will one leader be more effective than another even though they both have equally good personal credentials -why might a specific leader be effective in one particular situation but not in another

Trust

the willingness of one person or group to have faith or confidence in the goodwill of another person, even though this puts them at risk

Legal risks and productivity losses have led more organizations to monitor their employees' Internet activities and email messages.

true

Managers can often learn new things about themselves by listening to the perceptions that their subordinates hold of them.

true

is the balance of power important?

yes