MGT 3013 Chapter 13, 14, 15, & 16 Multiple Choice Questions

The ______ model of leadership emphasizes that leaders have different sorts of relationships with different subordinates. A. servant B. contingency C. Michigan D. LMX E. trait

LMX (D)

Using threats or intimidation to persuade someone is which influence tactic? A. Legitimating B. Ingratiating C. Pressure D. Exchange E. Personal appeals

Pressure (C)

______ studies reveal that visionary and inspirational charismatic leaders who are good team builders generally are most desirable worldwide. A. Servant leader B. E-leadership C. Contingency model D. Project GLOBE E. Full-range approach

Project GLOBE (D)

Define a self-managed team and how its activities may differ from other teams. From what type of team did it evolve?

Self-managed teams are defined as groups of workers who are given administrative oversight for their task domains. Administrative oversight involves delegated activities such as planning, scheduling, monitoring, and staffing. In many places, such as the Texas Instruments electronics factory in Malaysia, the continuous improvement teams have evolved into a system made up almost entirely of self-managed teams, with routine activities formerly performed by supervisors now performed by team members.

Why does teamwork matter? What results can it achieve?

Teamwork matters because it can support the organization's mission and strategy by enhancing performance in several ways: Increased productivity Increased speed Decreased costs Improved quality Reduced destructive conflict and competition Improved workplace cohesiveness

Explain the conflict-handling styles a manager might adopt. Give an example of each. Under what circumstances is each style appropriate?

The five styles are: 1. Avoiding—ignoring or suppressing a conflict; appropriate when a person needs to buy time in unfolding and ambiguous situations. 2. Accommodating—allowing the other person's desires to prevail; appropriate when the issue isn't important and is simple and not getting worse. 3. Forcing—ordering or otherwise using power to get people to do it your way; appropriate when quick results are essential. 4. Compromising—splitting the difference; appropriate when both sides have opposite goals and/or possess equal power. 5. Collaborating—devising solutions that benefit both parties; appropriate for complex issues plagued by misunderstanding. The student should give an example of each style.

Which of the following is a characteristic of transformational leaders? A. They are better in stable situations. B. They clarify employees' roles. C. They set goals and monitor progress toward their achievement. D. They encourage people to do exceptional things. E. They provide rewards in exchange for subordinates doing the work.

They encourage people to do exceptional things (D)

Which of the following is a behavioral leadership approach? A. Servant leadership model B. University of Michigan leadership model C. Path-goal leadership model D. Transformational leadership E. Leader-member exchange model

University of Michigan leadership model (B)

The model that identifies leadership behavior as either "initiating structure" or "consideration" is the ______ model. A. leader-member exchange B. path-goal leadership C. University of Michigan leadership D. University of Ohio leadership E. situational leadership

University of Ohio leadership (D)

According to a BusinessWeek summary of management studies, which of the following is characteristic of men in the workplace, compared with women? A. Being more collaborative. B. Producing higher quality work. C. Using a more autocratic style. D. Generating more new ideas. E. Being more effective.

Using a more autocratic style (C)

Describe the relationship between the amount of conflict and performance. With what level of conflict is performance maximized?

Work groups, departments, or organizations that experience too little conflict tend to be plagued by apathy, lack of creativity, indecision, and missed deadlines. The result is that organizational performance suffers. Excessive conflict, on the other hand, can erode organizational performance because of political infighting, dissatisfaction, lack of teamwork, and turnover. Workplace aggression and violence are manifestations of excessive conflict. Thus, it seems that a moderate level of conflict can induce creativity and initiative, thereby raising performance, as shown in the diagram below (see Figure 13.2). As might be expected, however, the idea as to what constitutes "moderate" will vary among managers.

Michael runs a research and development department. He gets a lot out of his employees by setting lofty goals and expressing his belief that each of them is capable of doing his or her part. He expects their best work. According to revised path-goal theory, Michael is using a(n) ______ leadership style. A. representation and networking B. interaction facilitation C. supportive D. achievement-oriented E. work facilitation

achievement-oriented (D)

The ______ leadership approaches attempt to determine the distinctive styles used by effective leaders. A. behavioral B. servant C. shared D. trait E. contingency

behavioral (A)

Karl was put on probation for a string of customer complaints about his service and professionalism. His supervisor was using ______ power. A. coercive B. personalized C. referent D. reward E. expert

coercive (A)

According to Frederick Smith, chair and CEO of FedEx, the primary task of leadership is to A. ensure progressive control and problem solving. B. align resources within the organization. C. inspire trust among all levels of employees. D. communicate the vision and values of an organization. E. oversee the success of an organization

communicate the vision and values of an organization (D)

According to Kotter, management and leadership are considered to be A. opposing forces. B. causal; here, management causes leadership. C. equivalent to one another. D. almost entirely unrelated. E. complementary to each other

complementary to each other (E)

The influence tactic most likely to result in the enthusiastic commitment of employees is A. legitimating tactics. B. consultation. C. ingratiating tactics. D. coalition tactics. E. personal appeals.

consultation (B)

The approach to leadership that suggests that effective leadership behavior depends on the situation at hand is the ______ approach. A. trait B. transformational C. circumstantial D. behavioral E. contingency

contingency (E)

Lotina apologized to a subordinate for an e-mail that upset him. She said she had chosen an unfortunate way of stating her idea, and that she'd be happy to discuss it further. Lotina is A. using a personal appeal. B. initiating structure. C. practicing shared leadership. D. exercising personalized power. E. expressing consideration behavior

expressing consideration behavior

Managerial leadership is defined as the process of influencing others to understand and agree about what needs to be done and the process of A. minimizing the impacts of environmental change on the organization. B. facilitating individual and collective efforts to accomplish shared objectives. C. motivating others to achieve extraordinary levels of performance. D. creating a vision and a strategic plan for an organization. E. striving for constructive change by setting a direction for the future.

facilitating individual and collective efforts to accomplish shared objectives (B)

Which of the following is not advice from career coach Richard Knowdell for staying ahead in the workplace of tomorrow? A. Develop new and diverse capacities. B. Anticipate, adapt to, and embrace change. C. Focus on workplace learning rather than the classroom. D. When considering a job or industry, don't rely on reputation. E. Develop your communication skills

focus on workplace learning rather than the classroom (C)

Leaders want ________ who are productive, reliable, honest, cooperative, proactive, and flexible. A. employers B. clients C. superiors D. peers E. followers

followers (E)

Leticia supervises a group of customer service representatives. Leticia is respected and well liked by her staff, and she has worked hard to make sure all of them known how to do the job very well. She is responsible for all staffing and reward decisions in her department. In the contingency model, Leticia has A. low task structure. B. high situational control. C. low leader-member relations. D. low position power. E. high expert power.

high situational control (B)

In the leader-member exchange model, the relationship between leader and follower that is characterized by mutual trust, respect, and liking is known as a(n) ________ exchange. A. preferred coworker B. servant C. in-group D. special E. socialized

in-group (C)

Leadership is the ability to ______ employees to pursue organizational goals. A. force B. reward C. request D. influence E. compensate

influence (D)

Acting humble or friendly or making someone feel good or important before making a request are influence tactics known as A. coalition tactics. B. inspirational appeals. C. consultation. D. ingratiating tactics. E. personal appeals

ingratiating tactics (E)

House's revision of his theory puts more emphasis on the need for leaders to foster A. concrete rewards. B. stress management techniques. C. intrinsic motivation. D. an external locus of control. E. personal growth in management knowledge.

intrinsic motivation (C)

DeAndre leads a task force developing specifications for a new customer database to be used by several departments. DeAndre is an IT supervisor, but most of the others are directors of other departments. At the first meeting, a few of them asked him questions he couldn't answer. According to the contingency model, DeAndre's situational control likely A. is low. B. is moderate. C. is high. D. is extremely high. E. cannot be determined from the information.

is low (A)

Peizhi manages his employees through a careful monitoring of their production, comparing what they do to predicted schedules and desired budgets. Peizhi can best be described as a(n) ______ leader. A. production-oriented B. charismatic C. job-centered D. transformational E. employee-centered

job centered (C)

In the University of Michigan studies, leadership style is identified as A. job centered or employee centered. B. transactional or transformational. C. initiating structure or consideration. D. task oriented or relationship oriented. E. telling, selling, participating, or delegating.

job centered or employee centered (A)

According to the concept of full-range leadership, leadership behaviors vary along a range from ______ leadership at one extreme to transformational leadership at the other. A. transactional B. shared C. laissez-faire D. servant E. charismatic

laissez-faire (C)

The questionnaire used in Fiedler's model to determine leadership orientation is called the A. Myers-Briggs type inventory. B. least preferred coworker scale. C. tolerance of ambiguity questionnaire. D. Type A behavior scale. E . path-goal survey

least preferred coworker scale (B)

The power that managers have resulting from their formal positions within organizations is called ______ power. A. referent B. legitimate C. reward D. coercive E. expert

legitimate (B)

The three least used influence tactics, according to a recent survey of employees, are A. legitimating, coalition tactics, and pressure tactics. B. inspirational appeals, rational persuasion, and consultation. C. rational persuasion, pressure tactics, and exchange. D. rational persuasion, coalition tactics, and upward appeals. E. inspirational appeals, coalition tactics, and pressure tactics

legitimating, coalition tactics, and pressure tactics (A)

Which of the following is not positively associated with transformational leadership, according to research? A. Employee job satisfaction. B. More employee identification with their immediate work groups. C. Lower levels of internal competition. D. Higher levels of group cohesion. E. More work engagement

lower levels of internal competition (C)

_______ is about coping with complexity and ______ is about coping with change. A. Middle management; top management B. Management; leadership C. Attitude; perception D. Leadership; management E. Perception; attitude

management; leadership (B)

A transactional leader is most similar in focus to a A. charismatic leader. B. transformational leader. C. servant leader. D. situational leader. E. manager.

manager (E)

According to the contingency model, a relationship-oriented leadership style works best in ______ situations. A. low control B. high control C. moderate control D. uncontrolled E. both high and low control

moderate control (C)

According to Fiedler's contingency model, ______ situation control favors a leader who is ______ oriented. A. low; relationship B. low; transformational C. moderate; task D. high; transformational E. moderate; relationship

moderate; relationship (E)

Which of the following is an employee characteristic of relevance in path-goal theory? ' A. Position power B. Work satisfaction C. Need for achievement D. Task awareness E. Extroversion

need for achievement (C)

Which of the following is a contingency approach to leadership? A. Michigan model B. Path-goal leadership model C. Servant leadership model D. Ohio State model E. Leader-member exchange model

path-goal leadership model (B)

When Nielle saw Laura in the stockroom stuffing her purse with expensive printer cartridges, Laura was quick to say, "We've been friends since first grade, so I'm sure you won't say anything about this." This is an example of using a(n) A. personal appeal. B. legitimating tactic. C. pressure tactic. D. coalition tactic. E. exchange tactic.

personal appeal (A)

Karen, the manager of a branch location of a large travel firm, treated company resources as if they were her own and her employees even better. She cared about the staff deeply and even organized international volunteering activities to promote their growth. Karen could best be described as which type of leader? A. Situational B. Servant C. Laissez-faire D. Shared E. Transactiona

servant (B)

Starbucks CEO Howard Schultz has made sure his employees have health insurance and work in a positive environment. He could best be described as which type of leader? A. Leader-member exchange B. Situational C. Servant D. Shared E. Transactional

servant (C)

A leader who focuses on providing increased service to others is called a A. charismatic leader. B. transformational leader. C. transactional leader. D. servant leader. E. situational leader

servant (D)

Research shows that followers seek and admire leaders who create feelings of A. anticipation. B. individualism. C. clarity. D. significance. E. freedom.

significance (D)

In Fiedler's contingency leadership model, the amount of influence a leader has in his or her immediate work environment is called his or her A. coercive power. B. leadership style. C. readiness. D. situational control. E. task structure

situational control (D)

According to Kotter, companies manage complexity in which of the following ways? A. Solving problems B. Motivating people C. Lobbying the government D. Innovating new products E. Setting a direction

solving problems (A)

Andrew supervises a customer service unit that receives stress-producing calls from unhappy customers, and turnover has been high lately. Andrew is understanding and patient with the staff, and tells them he knows what they're going through since it wasn't so long ago that he took those calls. According to revised path-goal theory, Andrew is using a(n) ______ leadership style. A. work facilitation B. interaction facilitation C. supportive D. achievement-oriented E. value-based

supportive (C)

Fiedler's contingency leadership model determines if a leader's style is A. transactional or transformational. B. directive, supportive, participative, or achievement oriented. C. task oriented or relationship oriented. D. telling, selling, participating, or delegating. E. charismatic or noncharismatic.

task oriented or relationship oriented (C)

One of three dimensions of situational control in the contingency leadership model, ______ is the extent to which tasks are routine, unambiguous, and easily understood. A. job mastery B. task identity C. position power D. job design E. task structure

task structure (E)

Savannah leads a task force charged with restructuring the order-processing system in the organization. The task force is composed of her peers over whom she has little control, and some of whom do not seem to respect her. According to the contingency model, Savannah should adopt a(n) ___________ leadership style. A. employee-centered B. task-oriented C. relationship-oriented D. participatory E. initiating structure

task-oriented (B)

Marco supervises the pool of word processors serving the firm's lawyers. He gets along well with his people, and has created detailed procedures for all types of legal document they encounter. Marco hires and fires, and gives work assignments, performance appraisals, and promotions. According to the contingency model, the optimal leadership style is A. transformational. B. team management. C. task-oriented. D. relationship-oriented. E. consideration.

task-oriented (C)

The ______ approach to leadership attempts to identify distinctive characteristics that account for the effectiveness of leaders. A. attribute B. trait C. behavior D. quality E. contingency

trait (B)

Employees at Central Plains Bank were really impressed with Jeff, the new CEO. He was the first person who had fully developed a vision for the company about where it could go, and had energized everyone to try to get there. Jeff is a ______ leader. A. servant B. transformational C. transactional D. shared E. laissez-faire

transformational (B)

Charismatic leadership is now considered part of ______ leadership. A. transactional B. shared C. laissez-faire D. servant E. transformational

transformational (E)

In the contingency model, if your leadership orientation does not match the situation in your workplace, Fiedler recommends that you A. try to move to a more suitable situation. B. alter your leadership style. C. take management classes to improve your power. D. get an assistant with the preferred orientation. E. gradually change the makeup of your subordinates.

try to move to a more suitable situation (A)

Organizations may apply trait theory by A. considering the relationships among employees. B. using personality assessments. C. hiring only from top-ranked business schools. D. doing a job audit. E. empowering the HR department.

using personality assessments (B)

Faisal is something of a cheerleader around his team. He describes the great things he knows the group can accomplish, is quick to compliment the work of his staff, and is enthusiastic about their successes. According to revised path-goal theory, Faisal is using a(n) ______ leadership style. A. value-based B. path-goal clarifying C. interaction facilitation D. achievement-oriented E. relationship-oriented

value-based (A)

Liz is trying to lead a cross-functional team, but she is having some issues. Most members were other department managers at her level, and they saw no reason to do what she told them to. Here, Liz has A. low tolerance for ambiguity. B. high task structure. C. weak referent power. D. poor leader-member relations. E. weak position power.

weak position power (E)

Jerald led a team that has just finished up a very challenging research project that will assist management in developing long-range plans. Despite the stress of the past few months, most participants seem sad it's over. Now Jerald should A. have an awards ceremony. B. emphasize unity. C. get the group disbanded quickly to free people up for new things. D. provide opportunities for people to get to know each other better now. E. ensure those members can work on similar tasks going forward.

A. have an awards ceremony.

Since hard feelings about group leadership and assignments had passed, Elena's group recently seemed to be relating much better. At the meeting tomorrow she should take advantage of this moment by A. helping the team identify group goals and values. B. encouraging members to voice disagreements. C. helping people get to know each other. D. empowering the members. E. throwing a thank-you party.

A. helping the team identify group goals and values.

Someone at a team meeting who says, "Let's hear from those who oppose this plan" is performing a ______ role. A. maintenance B. social C. coordinator D. reorientation E. task

A. maintenance

Dysfunction conflict is sometimes called ______ conflict. A. negative B. irregular C. destructive D. aggressive E. apathetic

A. negative

The stage during which a group sets guidelines about issues like attendance and punctuality is the ______ stage. A. norming B. storming C. forming D. adjourning E. performing

A. norming

Members of a team develop their ______ based on the expectations of the team, of the organization, and of themselves. A. roles B. norms C. groupthink D. job descriptions E. social fit

A. roles

The group development stage in which individuals test the leader's policies and assumptions as they try to determine how they fit into the power structure is the ______ stage. A. storming B. norming C. performing D. forming E. adjourning

A. storming

Of the following, which is the best way for leaders to cope with change? A. Problem solving B. Lobbying the government C. Aligning people D. Virtual planning E. Watching current trends

Aligning people (C)

In assessing how much situational control he has, a manager should consider which of the following? A. Amount of socialized power B. Subordinate readiness C. Level of transformation D. Amount of task structure E. Ability of staff

Amount of task structure (D)

A __________ control style uses rules, regulations, and authority to elicit employee compliance. A) decentralized B) bureaucratic C) market D) clan E) flat

B

A budget that allocates increased or decreased funds to a department by using the last budget period as a reference point is called a(n) A) standardized budget. B) incremental budget. C) zero-based budget. D) fixed budget. E) tactical budget.

B

A budget that allocates resources on the basis of a single estimate of costs is called a(n) ________ budget. A) zero-based B) fixed C) cash D) incremental E) variable

B

A budget that projects future sales is called a(n) A) expense budget B) revenue budget C) cash budget D) capital expenditures budget E) cash flow budget

B

A drug test employed by an organization in its hiring process is an example of a(n) _______ resource control. A) physical B) human C) financial D) informational E) capital

B

A female professor uses sports analogies in illustrating her lectures to a group of male students. She is said to be A) a feminist. B) genderflexing. C) copping out. D) miscommunicating. E) ingratiating.

B

A(n) _________ budget allows resources to vary in proportion with various levels of activity. A) incremental B) variable C) zero-based D) fixed E) cash

B

A(n) __________ is a visual representation of the four perspectives of the balanced scorecard that enables managers to communicate their goals. A) positioning map B) strategy map C) multi-dimensional map D) customer map E) graphical interface

B

A(n) ___________ indicates how easily an organization's assets can be converted into cash. A) return ratio B) liquidity ratio C) debt management ratio D) asset management ratio E) activity ratio

B

An announcement of the company-sponsored picnic travels from the employees' social committee to the other employees through email. This communication is __________ and __________. A) external; informal B) horizontal; informal C) vertical; informal D) vertical; formal E) external; formal

B

An organization expands its private Internet to connect with customers, suppliers, and other partners. This expansion is called its A) intranet B) extranet C) private net D) website E) domain

B

An organization's private Internet is called its A) private net. B) intranet. C) extranet. D) website. E) webnet.

B

At Friendly Insurance, managers spend significant amounts of time on completing end-of-year reports. As a result, at that time of year, sometimes dealing with important customer issues is postponed. This is an example of A) overemphasis on one instead of multiple approaches. B) overemphasis on paperwork. C) overemphasis on means instead of ends. D) too much control. E) too much flexibility.

B

Effective communication begins with A) speaking. B) listening. C) the message. D) two people. E) breaking through noise

B

Generally, people comprehend about __________ of a typical verbal message. A) 10% B) 35% C) 50% D) 75% E) 90%

B

How well a particular medium conveys information and promotes learning is called its A) encoding. B) richness. C) density. D) complexity. E) formality.

B

In Harvey's job, he takes random samples of production runs to ascertain quality. His job involves A) benchmarking. B) statistical process control. C) reduced cycle time. D) feedforward control. E) strategic control.

B

Jim wants to convince Rita to change her mind about a proposal she has been supporting. The strategy that Jim should adopt for laying out his ideas is A) most important to least important. B) least controversial to most controversial. C) negative to positive. D) positive to negative. E) least important to most important.

B

Mary Ann has just taken over as head of production for MAJ Company. She would like to improve the productivity of her unit. Which of the following should she immediately embark upon to achieve the best results? A) Use established technology since her employees are familiar with it. B) Establish a system of measurement. C) Assign her employees to a new operation so each has an opportunity to try something new. D) Hire any new employees such that they are similar to those already on the team. E) Immediately cut costs.

B

One effect of zero-based budgeting is that it A) tends to work better for large work units. B) takes more time for managers than incremental budgeting. C) works best in times of increasing resources. D) locks managers into stable spending patterns. E) has all of the above effects.

B

Speed reading works well for material that is A) unfamiliar. B) easy. C) dense. D) complicated. E) All of the above.

B

TQM holds to two core principles A) financial health and financial stability. B) people orientation and improvement orientation. C) management and leadership. D) employee satisfaction and commitment. E) radical innovation and continuous improvement.

B

Terminology that is specific to a particular profession or group is called A) semantics. B) jargon. C) gossip. D) the grapevine. E) rhetoric.

B

The average speaker communicates __________ words per minute. A) 80 B) 125 C) 175 D) 225 E) 300

B

The conclusion of a speech should A) take up 30-40% of the time. B) contain a call to action, a thought for the day, a little story, or a quotation. C) avoid raising expectations. D) contain a joke. E) consist mainly of details.

B

The statement, "Young men are reckless," reflects a A) piece of jargon. B) stereotype. C) truth. D) cluster pattern. E) piece of gossip.

B

Using video and audio links to enable people at different locations to see, hear, and talk with each other is called A) telecommuting. B) teleconferencing. C) televideoing. D) collaborative computing. E) using the extranet.

B

When the amount of information received exceeds a person's ability to handle or process it, ________ has been said to occur. A) information complexity B) information overload C) information confusion D) information validity E) information denial

B

Which of the following is a "don't" toward better nonverbal communication skills? A) maintain eye contact B) look away from the speaker C) lean toward the speaker D) speak in a quiet, reassuring tone E) smile and show animation

B

Which of the following is a piece of advice to help reduce the amount of information coming your way? A) learn to read all messages faster B) find a way to filter out unwanted messages C) use your e-mail inbox for general storage D) use different sites for e-mails and voicemails E) have both work and personal e-mails delivered to the same account

B

Which of the following is a step in the control process? A) evaluate opportunities B) take corrective action, if necessary C) complete a SWOT analysis D) implement TQM E) compare work units on standards

B

Which of the following is an indicator of the balanced scorecard? A) internal threats B) financial measures C) external processes D) stakeholder satisfaction E) collaborative activities

B

Which of the following is most likely the most bureaucratic organization? A) Southwest Airlines B) U.S. Army C) General Electric D) Levi Strauss E) Ritz Carlton

B

Which of the following statements about blogs is true? A) Blogs are expensive to use. B) Blogs are used to obtain feedback by organizational leaders. C) There are organizational guidelines about what can be posted online. D) Legal guidelines have been developed for organizational blogs. E) All of the above statements are true.

B

XYZ Corporation communicates its revised mission statement to all employees. This is an example of A) external communication. B) downward communication. C) upward communication. D) horizontal communication. E) informal communication.

B

Which of the following is a characteristic of a continuous improvement team? A. A built-in part of any effective organizational group. B. A type of advice team. C. Requires assigned membership. D. Emerged from self-managed team concept. E. Encourages high empowerment.

B. A type of advice team.

______ is the conflict-handling style that strives to devise solutions that benefit both parties. A. Avoiding B. Collaborating C. Compromising D. Forcing E. Accommodating

B. Collaborating

Which of the following is not a benefit of teamwork in an organization? A. Increased speed B. Decreased stress C. Reduced costs D. Improved workplace cohesiveness E. Reduced destructive internal competition

B. Decreased stress

Which of the following is characteristic of workgroups with too little conflict? A. Dissatisfaction B. Indecision C. Political infighting D. Lack of teamwork E. Turnover

B. Indecision

Which of the following is a disadvantage of larger groups? A. Less creativity and innovation B. Less commitment C. More division of labor D. Fewer resources E. Fewer cliques

B. Less commitment

______ is designed to elicit different opinions without inciting people's personal feelings. A. Groupthink B. Programmed conflict C. Social loafing D. Storming E. Dysfunctional conflict

B. Programmed conflict

Which of the following is not a reason to enforce norms? A. To clarify role expectations. B. To create a written document of behavioral guidelines for new employees. C. To help the group survive. D. To emphasize the group's important values. E. To help individuals avoid embarrassing situations.

B. To create a written document of behavioral guidelines for new employees.

________ is defined as reciprocal faith in others' intentions and behaviors. A. Cooperation B. Trust C. Cohesiveness D. Unity E. Fairness

B. Trust

Hannah is on a team with Carson, and they are often in conflict. Hannah likes to begin her work with careful planning and she gets started immediately. Carson, on the other hand, likes trying out several ideas, and tends to be working frantically at the last minute. Their team conflict most likely stems from A. time pressure. B. a personality clash. C. communication failure. D. ambiguous jurisdictions. E. inconsistent goals.

B. a personality clash.

The conflict-handling style in which a person allows the desires of another to prevail is known as A. forcing. B. accommodating. C. avoiding. D. collaborating. E. compromising.

B. accommodating.

Self-managed teams are groups of workers who have been given ______ for their task domains. A. individual incentives B. administrative oversight C. reduced responsibility D. complete freedom E. no technology

B. administrative oversight

During the forming stage, the leader should A. establish permanent control. B. allow people to socialize. C. empower team members. D. encourage disagreement. E. work through team conflicts.

B. allow people to socialize.

The disadvantage of the ______ conflict-handling style is that it is very time consuming. A. avoiding B. collaborating C. compromising D. forcing E. accommodating

B. collaborating

Toyota's automobile recall problems may have been rooted in the difference between Japanese and American attitudes about A. ambiguity. B. conflict. C. advocacy. D. division of labor. E. performance.

B. conflict.

A group that is created to do something productive for the organization and is headed by a leader is called a(n) A. dynamic group. B. formal group. C. normative group. D. informal group. E. network group.

B. formal group.

When members of a group are friendly and tight-knit but unable to disagree enough to properly appraise alternatives, they are said to be experiencing A. paradigm paralysis. B. groupthink. C. social loafing. D. the dialectic method. E. devil's advocacy.

B. groupthink.

In all but the worst weather, Laura and four of her coworkers met each day at 12:15 to walk the wilderness trail behind their office building. This is an example of a(n) A. continuous improvement team. B. informal group. C. self-managed team. D. virtual team. E. formal group.

B. informal group.

During the ______ stage of team development, close relationships develop and unity and harmony emerge. A. storming B. norming C. performing D. forming E. adjourning

B. norming

Luis, Kennedy, and Jennifer met once a week for several months in the fall to redesign department work spaces, to be implemented when the organization moved to a new building in January. This is an example of a A. top management team. B. problem-solving team. C. cross-functional team. D. virtual team. E. continuous improvement team.

B. problem-solving team.

Marielle points out during the meeting that the group has fallen a half hour behind schedule according to the agenda, and should get back to the important work at hand. She is performing a ______ role. A. relational B. task C. maintenance D. social E. production

B. task

A UPS driver fails to perform according to the standards set for the route and traffic conditions. A supervisor rides along and gives suggestions for improvement. This is the ____________ stage of the control process. A) compare performance to standards B) establish standards C) take corrective action D) measure performance E) control productivity

C

A manager needs to communicate about a routine situation with someone she knows whose physical location is not far from her office. Generally, which of the following should the manager use? A) videoconferencing B) telephone C) e-mail D) face-to-face meeting E) newsletter

C

A study conducted by AT&T and Stanford University found that the top predictor of success and professional upward mobility was A) writing ability. B) interpersonal skills. C) public speaking ability. D) intelligence. E) integrity.

C

A team that meets temporarily to solve a particular problem is called a A) quality circle B) self-managed team C) special-purpose team D) work group E) department

C

A(n) __________ summarizes the organization's financial results over a specified period of time. A) budget B) balance sheet C) income statement D) expense statement E) ratio analysis

C

Carlos, a manager, keeps track of customer returns. He is engaged in A) organizing. B) producing. C) controlling. D) leading. E) planning

C

Compared to women, men tend to A) give more tactful feedback. B) praise more. C) be indirect when they don't know something. D) indicate a lack of certainty about something. E) make apologies.

C

Eleven workers from different subunits at the Springfield plant of ABC Company meet monthly with their supervisors to discuss workplace problems, particularly those connected with production and waste in the department. This is an example of a A) JIT team B) self-managed team C) quality circle D) work group E) special-purpose team

C

Gossip and rumor are part of the __________, the organization's __________ communication channel. A) culture; informal B) organization chart; informal C) grapevine; informal D) grapevine; formal E) organization chart; formal

C

Mina is a cashier in a gambling casino. Her job involves working at one of several windows where patrons bring coins they have won, and the cashiers dump the coins into noisy coin-counting machines. Sometimes, it is very difficult for her to hear what the patrons are saying to her. This is an example of a(n) __________ barrier to communication. A) semantic B) personal C) physical D) visual E) encoding

C

Operational control is performed by A) top managers. B) middle managers. C) first level managers. D) the CEO. E) team leaders.

C

People can mentally process about __________ words per minute. A) 200 B) 350 C) 500 D) 650 E) 800

C

Professor Woops requires papers from his management class to be submitted by email. Over the weekend, his computer crashes and his emails are lost. This has created a(n) __________ barrier. A) encoding B) decoding C) medium D) feedback E) receiver

C

Sales have exceeded expectations at ABC Company this year, and Pete, the head of manufacturing, has hired temporary workers to supplement the existing work force. Pete is clearly operating with the use of a(n) ___________ budget. A) zero-based B) incremental C) flexible D) fixed E) cash

C

The amount of acceptable deviation from a standard is called the A) benchmark. B) range of exception. C) range of variation. D) feedforward control. E) zero-based control.

C

The drawbacks of using e-mail include which of the following? A) employees can communicate when they are not at company sites B) reduces use of paper C) information overload D) reduced costs of distributing information to employees E) increased teamwork

C

The introduction to a business speech should A) always contain at least one joke. B) consist of 20 - 30% of the total speaking time. C) get right to the point. D) contain significant details of the presentation. E) always contain an unrelated story to catch the interest of the audience.

C

The more management levels through which a message passes A) the quicker the message gets to the top. B) the fewer people are involved. C) the more distorted the message may become. D) the more informal the organization. E) the more disorganized the organization.

C

The process of interpreting and trying to make sense of what someone has said is called A) mediating. B) encoding. C) decoding. D) feeding back. E) enriching.

C

The process of ongoing small, incremental improvements in all parts of an organization is called A) reengineering B) radical innovation C) continuous improvement D) MBO E) MBWA

C

The strategy that establishes a common ground with the reader and in which the order of arguments makes the overall position stronger is A) most important to least important. B) least controversial to most controversial. C) negative to positive. D) least important to most important. E) positive to negative.

C

The study of the meaning of words is called A) lexicography. B) rhetoric. C) semantics. D) morphology. E) cartology

C

Top executives at XYZ Company want to let lower level managers know that XYZ is going to be acquired by ABC, Inc. How should they communicate this? (Assume that all of the choices are possible.) A) send a memo to all managers B) send an e-mail to all managers C) call a meeting of managers D) post a notice on all bulletin boards E) schedule a conference phone call

C

Two years ago, Jersey Office Supply Company changed the maintenance schedule on its delivery trucks by increasing the number of miles between oil changes and other preventive maintenance activities. This allowed them to forego purchasing another truck to cover when vehicles were out of service for preventive maintenance. Last year, however, Jersey trucks broke down about 50% more than the prior year. This is an example of A) overemphasis on one instead of multiple approaches B) overemphasis on paperwork C) overemphasis on means instead of ends D) too much control E) too little participation

C

What do good listeners do during the information gap between what someone says and how fast we process? A) daydream B) think about other things C) mentally summarize what's been said D) decide what they will say next E) make a convincing argument against what is being said

C

Which kind of organization is most likely to try to exert too much control? A) clan B) market C) bureaucratic D) decentralized E) matrix

C

Which of the following is a primary function of management? A) segmentation B) cooperation C) controlling D) globalizing E) positioning

C

Which of the following is a step in the communication process? A) sender decodes the message B) possible receivers are considered C) message is transmitted through a medium D) receiver selects medium E) noise is excluded from the process

C

_____________ is defined as monitoring performance, comparing it with goals, and taking corrective action as needed. A) Organizing B) Producing C) Controlling D) Leading E) Planning

C

Which of the following is not one of the stages of group and team development? A. Norming B. Storming C. Reforming D. Adjourning E. Performing

C. Reforming

Which of the following is an important aspect when creating a self-managed team? A. Lessen the authority and autonomy that is granted. B. Require participation to be outside of normal working hours. C. Use some form of team compensation. D. Allow workers to simply do their own thing. E. Require voluntary only membership.

C. Use some form of team compensation.

To prevent groupthink, a manager should A. reinforce how capable the group is. B. never admit errors to outsiders. C. bring in outside experts for fresh perspectives. D. encourage everyone to "get with the team." E. express high confidence in the group's previous decisions.

C. bring in outside experts for fresh perspectives.

In the performing stage of group development, members A. prepare for disbandment. B. develop close relationships. C. concentrate on solving problems. D. test the leader's policies. E. hold back to see what will happen.

C. concentrate on solving problems.

Workplace performance is maximized when A. conflict is absent. B. conflict is at a very low level. C. conflict is at a moderate level. D. conflict is at a high level. E. conflict occurs only at nonmanagerial levels.

C. conflict is at a moderate level.

A team composed of people from different departments who are pursuing a common objective is called a A. quality circle. B. problem-solving team. C. cross-functional team. D. virtual team. E. work force.

C. cross-functional team.

The principal by-product of the norming stage of team development is A. adjournment. B. uncertainty. C. group cohesiveness. D. conflict. E. empowerment.

C. group cohesiveness.

Administrative oversight given to self-managed teams does not include A. planning. B. scheduling work. C. implementing change. D. monitoring performance. E. staffing.

C. implementing change.

Tension was thick in the room as the management team discussed changes to promotion requirements. But then Chris made a joke about Jake's white-knuckled grip on his pen, and the laughter seemed to improve the mood. Chris was acting in a ______ role. A. relational B. task C. maintenance D. social E. production

C. maintenance

Perry was part of a 15-person grounds beautification committee, and among its responsibilities were monthly parking lot cleanup and weekly patio sweeping. He was a part of the committee at his boss's request but had never actually helped with anything. This is likely an example of A. storming. B. devil's advocacy. C. social loafing. D. procrastinating E. adjourning.

C. social loafing.

Groups that make it through storming generally do so because A. they develop groupthink. B. someone wins the political battle and dominates the group. C. someone besides the leader challenges the group to resolve power struggles. D. the work gets done. E. the focus generally is on social loafing.

C. someone besides the leader challenges the group to resolve power struggles.

A _______ is defined as a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves accountable. A. cross-functional team B. group C. team D. panel E. formal group

C. team

Individuals are said to be cooperating when A. they have reciprocal faith in others' intentions and behaviors. B. they have a sense of togetherness and unity. C. their efforts are systematically integrated to achieve a collective objective. D. their motivation comes from a desire to please a supervisor or the seeking of a tangible reward. E. they have ceased to be competitive with one another and prefer harmony.

C. their efforts are systematically integrated to achieve a collective objective.

All of the following are tips from Peter Drucker for improving leadership except which? A. Change leadership styles according to the situation. B. Develop action plans that specify desired results. C. Listen first, speak last. D. Take responsibility for decisions. E. Focus on opportunities rather than problems

Change leadership styles according to the situation (A)

Within the five steps used to apply situational theories, in which two ways can you "make the match?" A. Hire new employees or retrain the current ones. B. Apply relationship-oriented behaviors or task-oriented behaviors. C. Stabilize the situation or stir it up. D. Change the manager or change the manager's behavior. E. Be a transactional leader or a transformational one.

Change the manager or change the managers' behavior (D)

Which of the following is one of the traits of a credible leader identified by Kouzes and Posner? A. Competent B. Relationship-oriented C. Competitive D. Extroverted E. Driven

Competent (A)

Jesse brought his proposal to Erica even before the meeting saying, "I'm sure you have some ideas on this and we could try to get them incorporated upfront." Jesse is using which influence tactic? A. Legitimating tactics B. Inspirational appeals C. Ingratiating tactics D. Personal appeals E. Consultation

Consultation (E)

"What must we excel at" is the question to be answered by which of the following balanced scorecard perspectives? A) external perspective B) financial perspective C) customer perspective D) internal business perspective E) innovation & learning perspective

D

An organization might ask for more frequent strategic control reports if the organization is A) a consumer packaged goods company. B) very small. C) formal in organizational structure. D) operating in an uncertain environment. E) decentralized.

D

At Friendly Insurance, claims adjusters are required to take their coffee breaks at specific times. If an adjuster is on the phone with a claimant at the time the break is scheduled, the employee risks losing part of his break time. This is an example of A) overemphasis on one instead of multiple approaches B) overemphasis on paperwork C) overemphasis on means instead of ends D) too much control E) too much flexibility

D

Communications that follow the chain of command and are considered as official are known as A) vertical. B) horizontal. C) external. D) formal. E) informal.

D

Do you actually listen when they're talking? This is most likely a test of which personal barrier that contributes to communication? A) tendency to judge others' messages B) variable skills in communicating effectively C) inability to listen with understanding D) faulty listening skills E) stereotypes and prejudices

D

Jason tells Giorgio his cell phone number, and Giorgio nods. Jason then asks Giorgio to repeat back to him the phone number he just gave him. Jason is trying to avoid a(n) __________ barrier. A) encoding B) decoding C) medium D) feedback E) receiver

D

Jeremy shares information with his fellow task-force members about their project. Jeremy is communicating A) externally. B) downward. C) upward. D) horizontally. E) through the grapevine.

D

Typically, strategic control is accomplished through reports issued __________. A) daily B) weekly C) monthly D) quarterly or less frequently E) randomly

D

Which of the following is a "do" toward better nonverbal communication skills? A) close your eyes B) yawn excessively C) speak in an unpleasant voice D) speak at a moderate rate E) turn away from the speaker

D

Which of the following is a barrier to effective measurement? A) top executives agree on strategy B) the organizational culture emphasizes teamwork and allows risk taking C) communication is clear D) companies measure activities rather than results E) there is better focus and alignment

D

Which of the following is a challenge a manager will deal with in the 21st century? A) cultural rationalization B) economic instability C) leadership vacuum D) competitive advantage E) religious issues

D

Which of the following is a mechanism that contributes to a measurement-managed company's success? A) companies focus on measuring activities instead of results B) managers put trust in informal feedback systems C) managers develop the measurement systems D) clear communication E) actions used to fine-tune the organization

D

Which of the following is an example of an informational resource control? A) performance evaluation B) accounts receivable data C) inventory management system D) production schedule E) employee job satisfaction survey

D

Which of these actions should a speaker take as a sign that her message is being understood by her listeners in the United States? A) frowning B) crossing arms C) scratching heads D) eye contact E) yawning

D

XYZ Corporation competes in a stable environment with minimal competition and "cash cow" products. XYZ should use a __________ control style. A) clan B) market C) decentralized D) bureaucratic E) tall

D

During the performing stage of team development, the group answers the question A. "Can we agree on roles and work as a team?" B. "Why are we here?" C. "Why are we fighting?" D. "Can we do the job properly?" E. "Who's in charge?"

D. "Can we do the job properly?"

The question individuals ask during the norming stage of group development is A. "How do I fit in here?" B. "What's next?" C. "How can I best perform my role?" D. "What do the others expect me to do?" E. "What's my role here?"

D. "What do the others expect me to do?"

Which of the following is an advantage of larger groups? A. Higher morale B. More effective interaction C. Greater boldness D. Able to take advantage of division of labor E. Less social loafing

D. Able to take advantage of division of labor

Which of the following is most likely to be considered an action team? A. A group of scientists working on a new cancer drug. B. All workers on the night shift of a plastics manufacturing facility. C. An advisory council on teacher development for a school district. D. An airline cockpit crew. E. An information-technology improvement task force.

D. An airline cockpit crew.

When issues causing conflict are trivial, or when emotions are high and cooling off would be helpful, which conflict-handling style is preferable? A. Collaborating B. Forcing C. Accommodating D. Avoiding E. Compromising

D. Avoiding

Jinhai's team was not making much progress on defining a new production process. Maria was being very uncooperative; she did not agree with the direction Jinhai was taking, so she hadn't helped with her part. This team is in what stage of group development? A. Performing B. Forming C. Adjourning D. Storming E. Norming

D. Storming

Nordstrom's department store chain emphasizes the great lengths to which it goes in customer service, an example of which of these reasons to enforce norms? A. To clarify role expectations. B. To help the group survive. C. To create cohesiveness. D. To emphasize the group's important values. E. To help individuals avoid embarrassing situations.

D. To emphasize the group's important values.

Which of the following is a manifestation of excessive conflict in the workplace? A. Apathy B. Lack of creativity C. Missed deadlines D. Violence E. Indecision

D. Violence

A work team that works to accomplish tasks that require people with specialized training and a high degree of coordination is called a(n) A. production team. B. project team. C. development team. D. action team. E. advice team.

D. action team.

When using a self-managed team, a manager should A. maintain detailed monitoring of its performance. B. create the team within whatever structure currently exists. C. offer lucrative individual bonuses. D. allow members to hire their own coworkers. E. provide elaborate retreats for team discussions.

D. allow members to hire their own coworkers.

Malia told her team that she is moving forward with a change to the bonus structure, despite vocal objections from several team members. Malia is using the ______ conflict-handling style. A. avoiding B. collaborating C. compromising D. forcing E. accommodating

D. forcing

Peer pressure, which leads group members to question the loyalty of other members who express dissent, is a symptom of A. social loafing. B. norming. C. devil's advocacy. D. groupthink. E. storming.

D. groupthink.

In managing virtual workers, a manager should A. give directions only by phone or in person. B. make sure the worker is keeping to a fixed schedule of hours. C. let employees work using their own expectations of how to do their jobs. D. meet regularly, face to face. E. initiate change quickly.

D. meet regularly, face to face.

A data processing group is an example of a(n) A. routine team. B. action team. C. advice team. D. production team. E. project team.

D. production team.

Ken, whose primary job is supervising a small production group, is not getting cooperation from all members on the cross-functional team he leads. In particular, Bethany, a marketing manager, seems to resist his direction. The source of conflict in this cause may be A. time pressure. B. a personality clash. C. communication failure. D. status differences. E. ambiguous jurisdictions.

D. status differences.

A ______ role is behavior that concentrates on getting the team's work done. A. maintenance B. performance C. administrative D. task E. production

D. task

"Can we continue to improve and create value" is the question to be answered by which of the following balanced scorecard perspectives? A) external perspective B) financial perspective C) customer perspective D) internal business perspective E) innovation & learning perspective

E

At XYZ Company, employees set daily production goals and check the quality of their own products. XYZ has overcome which of the following barriers to success of control systems? A) overemphasis on one instead of multiple approaches B) overemphasis on paperwork C) overemphasis on means instead of ends D) too much control E) too little employee participation

E

Compared to women, men tend to A) pay more compliments. B) temper criticism with praise. C) ask more questions. D) use more "we" statements. E) be more blunt.

E

Control helps an organization A) adapt to change & uncertainty. B) detect opportunities. C) deal with complexity. D) decentralize decision making. E) do all of the above.

E

Good control systems deliver good information to managers: A) immediately. B) every week. C) every month. D) every quarter. E) often enough to allow corrective action.

E

Greg was thinking about how he just did on his economics test when his management professor talked about tomorrow's management quiz. This is an example of a(n) __________ barrier. A) encoding B) decoding C) medium D) feedback E) receiver

E

Marty, located in California, needs to communicate with Cathy, who works in New Jersey, about a project they are working on. They are facing a(n) ___________ barrier. A) semantic B) personal C) encoding D) verbal E) physical

E

Of the following, which medium is the richest? A) bulletin board B) telephone C) e-mail D) letters E) videoconferencing

E

Standards may be A) narrow. B) broad. C) quantifiable. D) part of a balanced scorecard. E) all of the above.

E

The type of communication channel that develops outside the organizational structure and does not follow the chain of command is called a(n) __________ communication channel. A) vertical B) horizontal C) external D) formal E) informal

E

When your intended message is sent accurately in the least amount of time, you are a(n) A) formal communicator. B) external communicator. C) collaborative communicator. D) effective communicator. E) efficient communicator.

E

Which of the following is a personal barrier to communication? A) poor speaking skills B) lack of trustworthiness C) differing frames of reference D) judging others' messages E) All of the above are personal barriers to communication.

E

Which of the following is a principle of Deming management? A) Quality should be aimed at the needs of the consumer. B) Companies should aim at improving the system. C) Improved quality leads to increased market share. D) Quality can be improved on the basis of hard data. E) All of the above are Deming management principles.

E

Which of the following is a way in which nonverbal communication is expressed? A) interpersonal space B) eye contact C) facial expressions D) touch E) All of the above are ways in which nonverbal communication is expressed.

E

Which of the following is an appropriate media for a manager to praise an employee? A) e-mail B) telephone C) posting an announcement near the office coffee machine D) voicing a compliment E) All of the above would be appropriate media for a manager to praise an employee.

E

Which of the following is an example of noise in the communication process? A) groundskeepers mowing the lawn outside the classroom window B) during a professor's lecture, student in the back of the classroom is working on a homework assignment for a different class C) uncomfortable classroom desks D) an attractive person walking by the open classroom door E) All of the above are potentially noise .

E

Which of the following is one of the areas of control for organizations? A) external resources B) decentralized resources C) ethical resources D) cultural resources E) informational resources

E

Which of the following is the most difficult-to-measure stated standard? A) more insurance policies sold this month than last B) no increase in cost of each item produced C) .5% of products rejected for poor quality D) lower energy costs compared to same month last year E) positive corporate culture

E

Which of the following is true of telecommuting? A) attractive to people with high social needs B) makes recruiting some hard-to-get employees more difficult C) reduced job satisfaction D) increased turnover E) increased ability to hire nontraditional workers, such as prisoners

E

_____ have a global mind-set that recognizes that the Internet is opening new markets and recharging existing ones. A. Situational leaders B. E-leaders C. Shared leaders D. Transactional leaders E. Web-based leaders

E-leaders (B)

Which of the following is an advantage of smaller groups? A. Fewer distractions B. More formalized team leadership C. More creativity and innovation D. More division of labor E. Better interaction and coordination

E. Better interaction and coordination

Which of the following is a way managers can enhance team cohesiveness? A. Isolating the group from the actions of competitors or other threats. B. Providing team members precise instructions for their tasks. C. Creating a relatively large team. D. Assigning members randomly to teams. E. Emphasizing members' common characteristics.

E. Emphasizing members' common characteristics.

______ is a "we feeling" that binds group members together. A. Maintenance B. Groupthink C. Norming D. Social loafing E. Group cohesiveness

E. Group cohesiveness

Which of the following is a source of conflict in the workplace? A. Excessive communication B. Strict job boundaries C. Too many resources D. Lack of diversity E. Inconsistent goals

E. Inconsistent goals

______ is the process of having two people or groups play opposing roles in a debate in order to better understand a proposal. A. Storming B. Positive conflict C. Devil's advocacy D. Groupthink E. The dialectic method

E. The dialectic method

Travis proposed the purchase of a new Minolta copier to his boss. Amir said that he has always used and liked Xerox copiers, but when he thinks about it later he realizes he does not really feel strongly about it. Amir should adopt a(n) ______ conflict-handling style. A. avoiding B. collaborating C. compromising D. forcing E. accommodating

E. accommodating

Trust is based on _______, which can be enhanced by showing professionalism, technical ability, and good business sense. A. cooperation B. cohesiveness C. unity D. honesty E. credibility

E. credibility

Jane organized several teachers to discuss the school's interior painting scheduled for summer. They looked at several brands, and heard a presentation by a designer who then helped them choose a color palette to recommend to school administrators. In this instance, the teachers make up a(n) A. self-managed team. B. virtual team. C. cross-functional team. D. informal group. E. formal group.

E. formal group.

Two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity are called a A. cluster. B. self-managing work team. C. collaborative unit. D. quality circle. E. group.

E. group.

The ______ stage of team development is characterized by the emergence of individual personalities and roles and conflicts within the group. A. norming B. forming C. adjourning D. performing E. storming

E. storming

A team that consists of members who interact by computer network to collaborate on projects is called a(n) A. remote team. B. e-team. C. self-managed team. D. informal team. E. virtual team.

E. virtual team.

According to House's revised path-goal theory, a leader's style should vary depending on which of the following? A. Positional power B. Environmental factors C. Situational control D. Organizational readiness E. Leader-member relations

Environmental factors (B)

______ power results from one's specialized knowledge. A. Legitimate B. Referent C. Expert D. Reward E. Coercive

Expert (C)

The model that requires a manager to assess her own style and her situational control is A. Fiedler's contingency model. B. shared leadership model. C. the LMX model of leadership. D. House's path-goal theory. E. charismatic leadership theory

Fiedler's contingency model (A)

Describe the stages of group development. For each, discuss what questions the individual asks at that stage, and what the leader should do to facilitate it.

Forming: the process of getting oriented and acquainted. People ask, "Why are we here?" Leaders should help people get to know each other. Storming: individual personalities and roles emerge, and conflict begins. People ask, "Why are we fighting over who does what and who's in charge?" Leaders should encourage people to speak out with ideas and disagreements and to work through their conflicts. Norming: conflicts are resolved, close relationships develop, and unity and harmony emerge. People ask, "Can we agree on roles and work as a team?" Leaders should emphasize unity and help the team identify goals and values. Performing: members solve problems and complete the task. People ask, "Can we do the job properly?" Leaders should empower members. Adjourning: members prepare for disbandment. People ask, "Can we help members transition out?" Leaders can help ease the transition with rituals.

What is groupthink? Why does it occur? Describe a hypothetical situation in which it seems to be occurring. What should a manager do about it?

Groupthink is a cohesive group's blind unwillingness to consider alternatives. It arises when cohesion in a group becomes too high, and it causes reduction in alternative ideas and limiting of information. Some symptoms include invulnerability, inherent morality, and stereotyping of opposition; rationalization and self-censorship; and illusion of unanimity, peer pressure, and mindguards. Managers should strive to decrease it by allowing criticism and encouraging other perspectives.

The leadership styles of ________ originally included supportive and achievement-oriented and two others, but was more recently revised to include a total of eight styles. A. Greenleaf's servant leadership model B. the LMX model of leadership C. leader-member exchange model D. Fiedler's contingency model E. House's path-goal model

House's path-goal model (E)

The model in which an effective leader makes desirable rewards available, clarifies how subordinates can achieve objectives, and provides them support in doing so is A. Greenleaf's servant leadership model. B. the LMX model of leadership. C. Leader-member exchange model. D. Fiedler's contingency model. E. House's path-goal model.

House's path-goal model (E)

Managers can increase overall productivity by A) increasing the efficiency of labor. B) decreasing the efficiency of labor. C) decreasing outputs. D) decreasing efficiency of capital. E) decreasing service output.

A

Managers often use ___________, which provides four indicators for progress to measure performance. A) the balanced scorecard B) a strategic map C) measurement management D) a strategic scorecard. E) evidence-based management

A

Of the following, which medium is the least rich? A) newsletters B) instant messaging on the Internet C) e-mail D) handwritten notes E) conference telephone calls

A

One effect of incremental budgeting is that it A) locks managers into stable spending arrangements. B) is flexible to changing environmental demands. C) is easy to compare different departments doing different activities. D) requires more time from managers than zero-based budgeting. E) has all of the above effects.

A

Productivity equals A) goods and services, divided by labor and capital and energy and materials. B) labor and capital, divided by goods and services and energy and materials. C) energy and materials, divided by labor and capital and goods and services. D) goods and services and labor and capital, divided by energy and materials. E) goods and services and energy and materials, divided by labor and capital.

A

Reduction in the steps of a work process is also called A) reduced cycle time. B) reduced process control. C) reduced resourcing. D) restructuring. E) quality analysis.

A

Salvador speaks English as a second language, and sometimes has difficulty coming up with the exact word to express an idea. Salvador is facing a(n) __________ barrier. A) encoding B) decoding C) medium D) feedback E) receiver

A

The device that indicates how official communications should be routed is called the A) organization chart. B) organizational culture. C) organizational profile. D) grapevine. E) lateral hierarchy.

A

The effects of e-mail include A) increased teamwork. B) increased paper costs. C) decreased flexibility. D) increased cost of distributing information. E) decreased time wasted.

A

The grapevine is A) faster than formal channels. B) about 30% accurate. C) relied upon more when organizations are stable. D) used by few employees. E) a vertical channel of communication.

A

The process by which a company compares its performance with that of high-performing organizations is called A) benchmarking. B) statistical process control. C) continuous improvement. D) JIT analysis. E) outsourcing.

A

________ conflict is defined as interpersonal opposition based on personal dislike, disagreement, or differing styles. A. Personality B. Competitive C. Dysfunctional D. Communication E. Programmed

A. Personality

At Bremond Stafford Architects, a group of designers are developing the first drawings for a proposed multiuse development section of a large city that is being revitalized. What type of work team is this group? A. Project team B. Production team C. Product team D. Action team E. Advice team

A. Project team

In which of the following conditions should constructive conflict be stimulated? A. The group seems to be apathetic. B. Managers want to achieve work objectives. C. The group is adapting to change. D. Managers are in charge of self-managed teams. E. There is a lot of internal competition.

A. The group seems to be apathetic.

Which of the following is considered one of the most essential considerations in building a group into an effective team? A. Trust B. Promoting groupthink C. Organizational structure D. Market stability E. Size

A. Trust

Which of the following is a disadvantage of smaller groups? A. Unfair work distribution B. Autocratic leadership C. Lower morale D. Tendency to form cliques E. Tendency to take unreasonable risk

A. Unfair work distribution

Who are typical members of continuous improvement teams? A. Workers and supervisors B. Supervisors and managers C. Managers and agents representing competitors D. Managers and outside suppliers E. Customers and suppliers

A. Workers and supervisors

Rachel missed another deadline and her boss Keri is very upset. She will have to explain to the client again why the project is behind. Keri thinks she may say something she'll regret if she talks to Rachel about this now, so she decides to wait awhile. Keri is using the ______ conflict-handling style. A. avoiding B. collaborating C. compromising D. forcing E. accommodating

A. avoiding

Becca asked Kevin, one of her team members, to purposefully think of and voice criticisms as the group discussed a popular idea to open a branch office in another state. This is an example of the use of A. devil's advocacy. B. groupthink. C. the dialectic method. D. storming. E. dysfunctional conflict.

A. devil's advocacy.

Dave sat through the meeting feeling convinced his team was misinterpreting recent marketing research, but he didn't say anything. The team leader was a close friend. Plus, he didn't want to disrupt the team since he perceived himself to be the only one with reservations. Dave's team appears to be experiencing A. groupthink. B. storming. C. social loafing. D. norming. E. devil's advocacy.

A. groupthink.

When you want your reader to take a logical action, you should lay out your ideas in writing by A) most important to least important. B) least controversial to most controversial. C) negative to positive. D) positive to negative. E) least important to most important.

A

Which of the following is a barrier to communication? A) physical barriers B) work barriers C) expressing the message correctly D) good cell phone reception E) All of the above are barriers to communication.

A

Which of the following statements about productivity is most true? A) Productivity is a matter of survival. B) The more goods and services that are produced the lower our standard of living. C) Recent productivity growth is likely a result of more efficient production methods. D) Labor productivity in services decreased from 1995 to 2001. E) Productivity is sharpened by monopoly.

A

_____________ is concerned with arranging tasks, people and other resources to accomplish the work. A) Organizing B) Producing C) Controlling D) Leading E) Planning

A

The question the group is asking during the forming stage of group development is A. "Why are we here?" B. "What's next?" C. "Can we do the job properly?" D. "Why are we fighting about who does what?" E. "Can we agree on roles and work as a team?"

A. "Why are we here?"

Tracy is outgoing, warm, and truly inspirational when she talks about where she wants to lead her division. Her employees seem eager to do anything she asks. Because of her personality and not her position, Tracy has ______ power. A. legitimate B. referent C. reward D. coercive E. expert

referent (B)

Jennifer congratulated her staff when the team received an industry award for their project, and also sent a companywide e-mail announcing it. Here, Jennifer is using her ______ power. A. personalized B. referent C. coercive D. expert E. reward

reward (E)

Which of the following is true of informal groups? A. Informal groups can advance the plans of formal groups. B. A temporary committee is an example of an informal group. C. Members of an informal group are assigned to it by the skills they possess. D. Informal groups have appointed leaders. E. Informal groups are primarily created to solve an organizational problem.

A. Informal groups can advance the plans of formal groups.

Which of the following is the best way to manage virtual teams? A. Focus on what is accomplished, not hours or locations. B. When beginning with a virtual team, set the final deadline and reprimand any virtual team members who don't make the deadline. C. Because you don't have face-to-face contact, relay instructions via phone. D. Require each team member to keep their own personal record of the work that's been done as a team. E. Utilize employees on a global team around the clock.

A. Focus on what is accomplished, not hours or locations.

A manager who literally wanders around her organization and talks with people across all lines of authority is doing A) MBWA. B) MBO. C) TQM. D) Kaizen. E) JIT.

A

A quality control system is an example of a ___________resource control. A) physical B) human C) financial D) informational E) capital

A

A subordinate communicating with his boss is communicating A) vertically. B) horizontally. C) externally. D) internally. E) informally.

A

According to psychologist __________, we have a natural tendency to judge others' statements from our own point of view. A) Carl Rogers B) Daniel Tucker C) Timothy McCabe D) Bruce Wayne E) Scott Czapski

A

According to the textbook, MBWA stands for A) management by wondering around. B) management by walking about. C) management by wishing a lot. D) management by wandering afar. E) management by working afield.

A

Another term for the return ratio is the A) ROI. B) liquidity ratio. C) cash ratio. D) asset management ratio. E) debt management ratio.

A

Communication is A) the transfer of information and understanding from one person to another. B) a process involving only the sender, message, and receiver C) a process involving only encoding and decoding D) completed with listening. E) interpreting the message.

A

Denise and Florence are talking on their cell phones. After Denise reads her a phone number, Florence repeats the number back to Denise. This is an example of A) feedback. B) encoding. C) decoding. D) medium selection. E) noise.

A

Gambling casinos require their dealers to have licenses, observe them using closed circuit TV, and require detailed reports at the end of each shift. These organizations have overcome the control system barrier of A) overemphasis on one instead of multiple approaches B) overemphasis on paperwork C) overemphasis on means instead of ends D) too much control E) too little participation

A

High-definition videoconference systems that simulate face-to-face meetings between users are called __________ technology. A) telepresence B) telecommuting C) televideo D) intranet E) netconference

A

Name at least four of the major considerations when building a group into an effective team. Briefly, describe what a manager should do in each area.

The most essential considerations in building a group into an effective team are (1) cooperation, (2) trust, and (3) cohesiveness. These are followed by (4) performance goals and feedback, (5) motivation through mutual accountability, (6) size, (7) roles, (8) norms, and (9) awareness of groupthink. Cooperation: Help employees to share knowledge and learn from one another. Trust: Through enhancing your credibility by showing professionalism, technical ability, and good business sense, you can build trust in your team members. Cohesiveness: Managers can stimulate cohesiveness by encouraging people to have face-to-face exchanges at work. Performance goals and feedback: The manager should make sure that teams have and know their purpose, and it is expressed in measurable goals and feedback. Motivation through mutual accountability: The manager encourages the team to accept responsibility through actions such as allowing the team to hire its own members. Size: Managers understand the advantages and disadvantages of small and large teams, and try to build on strengths while alleviating weaknesses. Roles: The manager should facilitate other team members in determining what their roles in the group will be. Norms: Managers can stimulate cohesiveness by allowing people on work teams to pick their own teammates, allowing off-the-job social events, and urging team members to recognize and appreciate each other's contributions to the team goal. Cohesiveness is also achieved by keeping teams small, and making sure performance standards are clear and accepted. Groupthink: The manager should allow and encourage criticism and bring other perspectives into the group.

What are the four types of work teams? Describe what each does and provide an example of each.

The types of work teams are: advice, production, project, and action. Advice teams advise managers in decision making. Examples are committees, review panels, advisory councils, employee involvement groups, and quality circles. Production teams perform day-to-day operations. Examples are mining teams, flight-attendant crews, maintenance crews, assembly teams, data processing groups, and manufacturing crews. Project teams do creative problem solving. Examples are task forces, research groups, planning teams, architect teams, engineering teams, and development teams. Action teams accomplish tasks that require people with specialized training and a high degree of coordination. Examples include hospital surgery teams, airline cockpit crews, mountain-climbing expeditions, police SWAT teams, and labor contract-negotiating teams.

Craig's peers were surprised when he received a promotion and suddenly became their supervisor. They thought he was rather unreliable and weren't sure he was up to the task. According to the contingency model, Craig has A. poor leader-member relations. B. weak position power. C. poor worker facilitation. D. low task structure. E. unsuccessful leadership adaptation.

poor leader-member relations (A)

In recent studies, the generic influence tactic that employees cite as most used in the workplace is A. legitimating. B. ingratiation. C. coalition. D. rational persuasion. E. pressure

rational persuasion (D)

Power deriving from one's personal attraction is called ______ power. A. legitimate B. referent C. reward D. coercive E. personalized

referent (B)