OB Exam 3 quiz study

________ leadership includes behaviors such as listening to employees for their opinions and ideas, and showing consideration of employee needs. Task-oriented Achievement-oriented Transaction-oriented People-oriented

People-oriented

leadership refers to how well leaders are aware of, feel comfortable with, and act consistently with their self-concepts. Transformational Path-goal Authentic Servant

Authentic

Which of the following is an example of ingratiation? flattering a boss listening to counterarguments relying on the influencer's position offering advice to the employees

flattering a boss

One problem of employee involvement strategy in minimizing resistance to change is that it leads to long-term antagonism with the change agent. is very time-consuming. creates compliance but not commitment to the change process. can lead to more subtle forms of resistance.

is very time-consuming.

Which of the following is an artifact? language assumptions beliefs values

language

Which of the following interpersonal conflict management styles represents a purely win‒win orientation? yielding problem solving avoiding forcing

problem solving

Which of these forces push organizations toward a new state of affairs? restraining forces equilibrium forces process forces driving forces

driving forces

________ represents the heart of transformational leadership. Charisma Effectiveness Operational efficiency Strategic vision

Strategic vision

According to the action research model, which of the following occurs during the "diagnose the need for change" step? establishment of client-consultant relationship establishment of new conditions determination of the change effectiveness analysis of data

analysis of data

The perceived ability to manage uncertainties in the business environment is a form of ________ power. reward expert referent legitimate

expert

Which of the following is a characteristic of an adaptive corporate culture? Employees tend to take the view that any activity beyond their job description is not their job. Employees tend to be more reactive. Employees hold a common mental model that the organization's success depends on their personal well-being. Employees continuously question past practices.

Employees continuously question past practices.

Your centrality in a social network is determined by your betweenness, closeness, and degree centrality. closeness, discretion, and visibility. betweenness, visibility, and discretion. closeness, degree centrality, and visibility.

betweenness, closeness, and degree centrality.

Which of the following leadership styles in path-goal theory is the same as task-oriented leadership? supportive participative directive achievement-oriented

directive

Employees are more likely to comply with a supervisor's legitimate power when the employees have high power distance. company encourages people to disobey orders that interfere with their work. manager has little charisma. power holder gives orders outside the employees' normal role requirements.

employees have high power distance.

Managers at Trendy Fashions, a large retail chain, experience conflict and organizational politics. The company's customer service ratings suffer, and managers point to other departments as the cause of the problem. The conflicts and politics further contribute to the customer service problems. The CEO of this chain hears about the appreciative inquiry process and thinks this might be a good technique to use to improve this situation. He needs more information on this process. The CEO needs to know that the first step in his appreciative inquiry change effort will begin with determining whether a problem exists that needs to be fixed. determining the cause of the problem. involving employees in the process of unfreezing. identifying the positive elements of an organization or work unit that is performing well.

identifying the positive elements of an organization or work unit that is performing well.

One way that communication minimizes resistance to change is by encouraging negotiation. eliminating organizational politics. illuminating the future. promoting speedy refreezing.

illuminating the future.

One advantage of countercultures is that they ensure that corporate mergers occur without any culture clashes. prevent organizations from developing a corporate culture. maintain surveillance over and critically review the company's dominant culture. rarely exist in real organizations.

maintain surveillance over and critically review the company's dominant culture.

Which third-party conflict resolution strategy manages the process and context of interaction between the disputing parties but does not impose a solution on the parties? legislation arbitration inquisition mediation

mediation

Which of the following refers to the strategy in which employees deliberately inflate problems with changes that they did not initiate, just to prove that those ideas were not superior to their own? not-invented-here syndrome breaking routines negative valence of change fear of the unknown

not-invented-here syndrome

When team norms encourage ________, team members learn to appreciate honest dialogue without personally reacting to any emotional display during the disagreements. openness conscientiousness neuroticism introversion

openness

Although Joanna expects much from her employees, the people that work for Joanna identify with her values, like her, and respect her as a person. Joanna has ________ power. legitimate referent expert reward

referent

Which of the following refers to availability of alternatives? discretion substitutability visibility centrality

substitutability

Persuasion works best with highly intelligent audiences. when there is a clear profit motive for the persuader. through media-rich communication channels. when emotional appeals are not used.

through media-rich communication channels.

As a manager of XYZ Company, you are assigned to resolve a conflict between two departments of your organization, Department A and Department B. Both parties have equal power. Both parties are under time pressure to resolve the conflict. You also realize that the parties lack trust/openness for problem solving. If instead of equal power, Department A had considerably more power than Department B, what would Department B's best conflict resolution style be? compromising yielding avoiding forcing

yielding

Organizational stories are most effective at communicating organizational culture only when they are descriptive rather than prescriptive. make employees emotional. describe real people and are assumed to be true. are told by senior executives to the public.

describe real people and are assumed to be true.

Which of the following sources of conflict is typically associated with mergers and acquisitions, where everyone wants the company to succeed, but they fight over the "right way" to do things because of their unique experiences in the separate companies? goal incompatibility scarce resources differentiation task interdependence

differentiation

The four stages of appreciative inquiry, in order, are problem identification, causal analysis, recommended solutions, and choosing the best solution. discovery, dreaming, designing, and delivering. initiating dialogue, innovating, creating, and appreciating. problem identification, envisioning, choosing the best solution, and appreciating.

discovery, dreaming, designing, and delivering.

BusCorp. wants to introduce a new procedure to improve how customer requests are handled. This change will require employees to break old routines and adopt new role patterns. The company decides to adopt two new programs, one in which employees learn how to work in teams as the company changes. The other involves forming task forces within the company to help determine new customer service practices. The formation of task forces to minimize resistance to change is an example of stress management. employee involvement. learning. communication.

employee involvement.

________ literally refers to how much you are located between others in a network. Visibility Closeness Degree centrality Betweenness

Betweenness

The "optimal conflict" perspective on organizational conflict is that conflict should be minimized across all levels. conflict is an inevitable result of increased technology and globalization. conflict could be promoted in some functions and discouraged in some others. some level of conflict is necessary and promotes organizational effectiveness.

some level of conflict is necessary and promotes organizational effectiveness.

Which of the following statements is TRUE of countervailing power in organizational relationships? Countervailing power is one of the ways that people gain power by coping with uncertainty. Countervailing power is used by the stronger party to prevent the weaker party from leaving the relationship. Countervailing power is the weaker party's power to maintain the stronger party's continued participation in the relationship. Countervailing power prevents anyone else from having any power over you.

Countervailing power is the weaker party's power to maintain the stronger party's continued participation in the relationship.

Which of the following leadership styles in path-goal theory is the same as people-oriented leadership? directive achievement-oriented participative supportive

supportive

________ refers to any behavior that attempts to alter someone's attitudes or behavior. Influence Tactics Legitimate power Politics

Influence

________ is the cornerstone of effective value creation. Power Information Trust Communication

Information

Which of the following is a disadvantage of the integration strategy? It cannot combine two cultures to form a new composite culture. It is ineffective when companies attempt to improve existing cultures. It is ineffective when cultures include several overlapping values. It is usually slow and potentially risky due to many forces preserving the existing culture.

It is usually slow and potentially risky due to many forces preserving the existing culture.

Which of the following is the most accurate definition of leadership? Leadership refers to transforming the day-to-day activities of an organization to increase its effectiveness. Leadership is influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organization. Leadership refers to the abilities of an individual to act according to the changes in the environment. Leadership refers to the personality traits of an individual which makes him or her guide an organization to better performance and effectiveness.

Leadership is influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organization.

theory identifies conditions that either limit the leader's ability to influence subordinates or make a particular leadership style unnecessary. Managerial leadership Leadership substitutes Path-goal Transformational leadership

Leadership substitutes

What is the relationship between emotional intelligence and relationship conflicts? Emotional intelligence tends to increase the likelihood of relationship conflicts. Relationship conflict is less likely to occur if emotional intelligence is high. With emotional intelligence, conflicts tend to stay relationship-based. Emotional intelligence is unrelated to relationship conflicts.

Relationship conflict is less likely to occur if emotional intelligence is high.

Which of the following is TRUE about organizational culture? Most employees across all subunits understand the dominant values but choose to ignore them. It is suggested that companies with strong cultures tend to be more successful, irrespective of any other conditions. The strength of an organization's culture refers to how widely and deeply employees hold the company's dominant values and assumptions. Companies have strong cultures when the dominant values are held mainly by a few people at the top of the organization.

The strength of an organization's culture refers to how widely and deeply employees hold the company's dominant values and assumptions.

Your team is allocated a project involving a major client, the Beswick Company. Although the organization has many clients, this client, and project, is the largest source of revenue and affects the work of several other teams in the organization. The project requires continuous involvement with the client, so any problems with the client are immediately felt by others in the organization. Jamie, a member of your team, is the only person in the company with whom this client is willing to deal. It can be said that Jamie has a low degree of centrality. a low degree of substitutability. a high level of discretion. a high referent power.

a low degree of substitutability

Jessie and Preston are both managers at CPA4U, a large accounting firm. Each has a very different management style. Jessie frequently checks on her subordinates to see if there is any way she can help them to complete their projects. As a supervisor in the financial sector, Jessie maintains her moral integrity and is not swayed by pressures to take shortcuts. She tries to know a little bit about her employees' outside interests and always remembers everyone's birthday. Preston keeps to himself more and communicates with his subordinates mainly through emails; he's not particularly interested in his employees' after-work activities. His subordinates know exactly what is expected of them; they submit daily reports on their progress toward the weekly goals he has assigned them. Which type of leader is Preston? an emotional leader a path-goal leader a task-oriented leader a servant leader

a task-oriented leader

Which of the following is a leadership style identified in path-goal theory? selling leadership emotional intelligence transformational leadership achievement-oriented leadership

achievement-oriented leadership

Which of the following is a third-party conflict resolution strategy with low process control and high decision control? imposition mediation inquisition arbitration

arbitration

Which of the following are the observable indicators of organizational culture? beliefs artifacts assumptions values

artifacts

When the acquired firm has a weak, but similar culture compared to the acquiring firm, it is best to use the ________ merger strategy. disambiguation deculturation assimilation separation

assimilation

According to the attraction-selection-attrition (ASA) theory, job applicants do not typically pay much heed to organizational values when applying for work. with a variety of personal characteristics are preferred by organizations, resulting in a more heterogeneous organization. avoid employment in companies whose values seem incompatible with their own values. avoid other applicants if they are competing for the same jobs.

avoid employment in companies whose values seem incompatible with their own values.

The chief executive of Telecommco, a large telecommunications company, wants to restructure the organization so that product leaders would have more power than the executives in charge of each region. The regional executives try to prevent this restructuring because it would weaken their power and possibly reduce their salaries in the long term. The product leaders also put up some resistance because they feel that things work just fine the way they are. This action by the regional executives is primarily an example of resistance due to not-invented-here syndrome. breaking routines. fear of the unknown. negative valence of change.

breaking routines.

Which of these refers to the degree and nature of interdependence between the power holder and others? substitutability discretion visibility centrality

centrality

At a meeting, the senior management of a firm cites the accomplishments of lower-level employees and announces the rewards for good performance. Such meetings occur annually at the firm. In the context of organizational artifacts, this is specifically an example of a(n) ceremony. ritual. legend. observance.

ceremony.

Employees have ________, ranging from sarcasm to ostracism, to ensure that coworkers conform to team norms. coercive power reward power referent power legitimate power

coercive power

Which of the following conflict management styles may be necessary when it is apparent that the other party will take advantage of information sharing and other cooperative strategies? problem-solving avoiding yielding forcing

forcing

Social networks exist everywhere because people are insecure. are extroverted. have a need to defend their territory. have a drive to bond.

have a drive to bond.

Which of the following types of third-party intervention approaches do managers and those in other positions of authority usually adopt? mediation-based inquisitional arbitration-based competitive

inquisitional

BarkBark Inc. and Happy Toys Ltd. are considering a merger and are worried that their two organizational cultures will clash. They perform a detailed diagnosis by collecting and analyzing data about the employees of the two companies. They identify several overlapping values, which they feel can be combined into a cohesive new culture. What type of cultural merge would be best in this situation? integration assimilation separation deculturation

integration

Which strategy for merging two distinct cultures is most effective when the two companies have relatively weak cultures with overlapping values? separation deculturation integration assimilation

integration

Servant leadership emphasizes the notion that employees are paid to serve their leaders. leaders serve followers, rather than vice versa. leaders should be able to serve the organization by maximizing employee performance. employees are servants in the organization, so they should place organizational objectives above their personal needs.

leaders serve followers, rather than vice versa.

Which of the following factors leads to relationship conflicts in teams? abundant resources low levels of communication homogeneous workforce low levels of interdependence

low levels of communication

In the context of elements of organizational culture, which of the following falls under shared assumptions? language conscious beliefs stories and legends mental models

mental models

Effective managers should convince employees to engage in relationship conflict rather than the other forms of conflict. minimize the relationship conflicts that exist in the organization. remove all forms of conflict from the organization because it saps productivity. increase the amount of conflict among employees.

minimize the relationship conflicts that exist in the organization.

People who seldom trust coworkers and tend to use cruder influence tactics have excellent skills for working in teams. strong Machiavellian values. more expert power than most people in organizations. a high level of organizational citizenship.

strong Machiavellian values.

Bezel Systems is introducing a few organization wide changes. A coalition of employees will clearly lose out from the proposed changes and they have enough power to cause the change effort to fail. Assuming that the change effort can proceed slowly and cost is not an issue, the preferred strategy for dealing with this resistance to change is negotiation. stress management. communication. employee involvement.

negotiation.

Legitimate power occurs when the manager is able to reward or punish the employees. employees are blinded by the manager's charisma. people in certain roles can request a set of behaviors from others. the manager has the capacity to influence others on the basis of an identification with and respect for the power holder.

people in certain roles can request a set of behaviors from others.

he organizational culture dimension of attention to detail is characterized by precision. fairness. collaboration. tolerance.

precision.

Weakening or removing the restraining forces would increase the driving forces. provide no motivation for change. have no effect on the change process. increase the motivation to oppose the change.

provide no motivation for change. have no effect on the change process.

NewTel is a telephone company with a policy of filling positions internally through promotions, rather than hiring from outside. Until recently, the company had a strong engineering focus and tended to promote people to senior executive positions from the engineering areas. Consequently, almost all of the company's 14 senior executives joined the company over 20 years ago as junior engineers. There is increasing pressure on NewTel to become more market and service oriented. As a result, four people were hired last year from retail firms to fill new senior executive positions in marketing and service departments. The external hires were necessary because current employees were not sufficiently qualified. Now, there are signs of tension among senior executives, particularly during budget deliberations where there is limited discretionary spending on new corporate activities. The four new hires have been thwarted in their attempts to have the company invest more in marketing and customer service instead of investing in technological research, and they blame the senior executives for being hard-headed. The conflict episodes are being viewed by both sides as personal attacks rather than attempts to resolve the problem. The conflict at NewTel appears to be a legal conflict. task-related conflict. constructive conflict. relationship conflict.

relationship conflict.

A best alternative to a negotiated agreement (BATNA) represents the estimated cost of walking away from the relationship. represents one party's target point. is the difference between your resistance point and your opponent's resistance point. is a form of "exploding offer."

represents one party's target point.

Which of the following is the most common form of influence in high power distance cultures? coalition formation ingratiation assertiveness silent authority

silent authority

According to the emerging view on organizational conflict, there are two types of conflict with opposing consequences. They are task conflict and constructive conflict. relationship conflict and optimal conflict. task conflict and optimal conflict. task conflict and relationship conflict.

task conflict and relationship conflict.

The customer-service department at Park-E Bank complains it is unable to keep track of its new business clients as the department handling data compilation has failed to enable a free exchange of information between the two departments. This has hindered the customer-service department to follow up on its customers' queries and update their relationship status with the bank. This has also impacted the department's sales target. This scenario exemplifies conflict due to scarcity of resources. ambiguity. differentiation. task interdependence.

task interdependence.

In organizational settings, power is defined as the act of changing another person's attitudes and behaviors. the capacity to influence others. the extent to which one person is required to follow another person's commands even though he or she does not want to follow the commands. the goodwill and resulting resources shared among members in a social network.

the capacity to influence others.

Charisma refers to the people-oriented behaviors displayed by individuals. the situational traits that lead to transformational leadership. the traits that lead to managerial leadership. the personal traits that provide referent power over others.

the personal traits that provide referent power over others.

Creating an urgency for change is most closely associated with the final stage of a search conference. the delivering stage of appreciative inquiry. reducing the restraining forces. the process of increasing the driving forces.

the process of increasing the driving forces.

Jackie is the CEO of a struggling company. She has listened to her employees' concerns about where the corporation is going and has developed a new vision that she feels will help foster a common bond throughout the organization. Jackie then hosted a company-wide picnic where she delivered an inspiring speech about the new plans for the business, including her plans for more open communication between management and employees. After her speech, management and employees all participated in trust-building exercises, and then each employee had a one-on-one conversation with Jackie. Which perspective of leadership most closely resembles Jackie's actions? managerial personal attributes implicit transformational

transformational

Grace makes sure that she walks by her boss's office several times a day and tries to greet and make eye contact with her. She is trying to increase her absorption. visibility. discretion. centrality.

visibility

________ involves actively applying legitimate and coercive power to influence others. Coalition forming Assertiveness Upward appeal Persuasion

Assertiveness

The process in which one party perceives that its interests are being opposed or negatively affected by another party is called negotiation. mediation. dialogue. conflict.

conflict.

Which of the following is a difference between rituals and ceremonies? Rituals are nonrepetitive, whereas ceremonies are repetitive. Rituals include stories and legends, whereas ceremonies do not include stories or legends. Ceremonies are usually formal, whereas rituals are informal. Ceremonies are programmed routines of daily organizational life, whereas rituals are nonprogrammed routines.

Ceremonies are usually formal, whereas rituals are informal.

Which of the following statements is TRUE about superordinate goals? They create an atmosphere for establishing individual identity as against a shared social identity. They are higher order aspirations such as the organization's strategic objectives. They usually heighten the problem of differentiation. They focus on the individual efforts of employees in a team rather than the entire group effort.

They are higher order aspirations such as the organization's strategic objectives.

________ involves calling upon higher authority or expertise, or symbolically relying on these sources to support the influencer's position. Machiavellianism Assertiveness Upward appeal Ingratiation

Upward appeal

The highest priority and first strategy required for any organizational change is to train employees who do not possess the skills required under the new conditions. communicate the need for change. alter the responsibilities of senior executives in an organization. introduce stress management counseling to the employees.

communicate the need for change.