org comm & behavior final

For an integrative problem-solving approach to be effective, each party must also have a high degree of concern for the outcomes attained by the other party.

true

Gatekeepers have relatively great influence at high levels in organizations.

true

Leadership can be defined as a process through which a person tries to get organizational members to do what the person desires.

true

Difficulty in communication may be the symptom of another problem, not the cause of the target problem.

true

Arvin is attempting to change the organizational culture of his company. He has determined that before he can change the culture, he needs to measure the present culture. Which of the following is a problem that Arvin will face while trying to measure the organization's culture? Select one: a. If he uses surveys, the quality of his responses will be limited because he cannot interact with the respondents. b. People are likely to lie in personal interviews. c. Workers are not concerned and will not provide him with enough information d. He will be unable to determine what should be on the questionnaires because he is very familiar with the organization.

a. If he uses surveys, the quality of his responses will be limited because he cannot interact with the respondents.

Which of the following statements is true? Select one: a. Patterns of evolutionary growth and decline occur as organizations develop. b. Organizational change rarely follows an evolutionary pattern of growth and decline. c. Revolutions tend to occur when organizations remain static for too long. d. Changes in top-level individuals can alter the external character of an organization.

a. Patterns of evolutionary growth and decline occur as organizations develop.

Meg has a task that needs to be done quickly and accurately. Her task is simple and routine. What type of communication network should she utilize in her group? Select one: a. a centralized network b. a decentralized network c. a grapevine d. a wheel e. a hub

a. a centralized network

Sergio uses a conflict management style that incorporates intermediate amounts of assertiveness and cooperativeness. Sergio's style is known as: Select one: a. compromising b. avoiding c. collaboration d. cooperation

a. compromising

After buying his new car, Joe realized it was a lemon. Instead of selling it, he spent $500 to repair it. When it broke down again, he spent another $1,500 on repairs. Joe's actions are an example of

a. escalation of commitment

Tito had a novel idea a few weeks ago, and he is presently at the stage in the creative process where he is trying to recall all the information he can that is relevant to his idea. What stage of the creative process is Tito in?

a. immersion

Which of the following traits best describes individuals with Type A personalities? Select one: a. impatient b. unhurried c. mild-mannered d. mildly competitive e. all but a

a. impatient

Which of the following is a method to encourage competition among workers? Select one: a. the use of individual and group incentives b. rotating personnel c. appointing managers who are open to change d. restructuring the organization e. all of the above

a. the use of individual and group incentives

Time management specialists have developed a number of useful techniques for gaining control over one's work life. These techniques include: Select one: a. time logs, structuring time, just saying no, making a list. b. structuring time, making a list, taking naps, traveling for pleasure. c. time logs, structuring time, taking naps, making a list. d. time logs, just saying no, making a list, and traveling for pleasure.

a. time logs, structuring time, just saying no, making a list.

What step in the communication process has occurred when the decoding message matches the encoded message? Select one: a. understanding b. idea generation c. response d. receiving e. decoding Feedback

a. understanding

Kurt Lewin argued that the process of change involves the following sequence of phases: Select one: a. unfreezing, changing, refreezing. b. changing, refreezing, unfreezing. c. unfreezing, refreezing, changing. d. changing, unfreezing, refreezing Feedback

a. unfreezing, changing, refreezing

Which of the following is not an advantage of group decision making?

b. Escalation of commitment

Thomas does several things at one time, while Bill has to focus on one task at a time. Which of the following descriptions best fits Thomas and Bill? Select one: a. Thomas has a monochronic style and Bill has a polychronic style. b. Thomas has a polychronic style and Bill has a monochronic style. c. Thomas has a chronic style and Bill has a monochronic style. d. Thomas has a multichronic style and Bill has a chronic style. e. none of the above

b. Thomas has a polychronic style and Bill has a monochronic style.

At PepsiCo, competition with Coca-Cola has produced: Select one: a. an internal atmosphere of cooperation in which the team is rewarded for monthly performance. b. an internal atmosphere of extreme competition where careers are made or destroyed by slight fluctuations in market share. c. an external atmosphere of competition, but an internal atmosphere of cooperation. d. none of the above

b. an internal atmosphere of extreme competition where careers are made or destroyed by slight fluctuations in market share.

Although Sandra tends to make riskier decisions when she is alone, she makes more conservative decisions when in a group. This is similar to

b. cautious shift.

Todd and Greg are utilizing a problem-solving approach that results in a win-lose outcome. What is this approach? Select one: a. negotiation b. distributive bargaining c. integrative bargaining d. structural bargaining e. none of the above

b. distributive bargaining

Todd is an intelligent leader who has a great deal of job relevant experience. According to cognitive resource theory, when is Todd likely to be the most effective? Select one: a. in a stressful environment with supportive subordinates b. in a stress-free environment with supportive subordinates c. in a stress-free environment with intelligent subordinates d. in a stressful environment with intelligent subordinates e. none of the above

b. in a stress-free environment with supportive subordinates

One way in which the survey feedback technique differs from the traditional employee survey approach is: Select one: a. in survey feedback only lower-level employees are surveyed, but in the traditional approach everyone in the organization is likely to be surveyed. b. in survey feedback everyone in the organization is likely to be surveyed, but in the traditional approach only lower-level employees are likely to be surveyed. c. in survey feedback only top management is likely to see the results, but in the traditional approach everyone in the organization receives feedback at some point. d. input in dealing with survey results is the prerogative of top management in the survey feedback approach, but everyone can have input in the traditional approach.

b. in survey feedback everyone in the organization is likely to be surveyed, but in the traditional approach only lower-level employees are likely to be surveyed.

Which of the following is the most frequently used form of interpersonal communication? Select one: a. written communication b. oral communication c. nonverbal communication d. b and c only e. none of the above

b. oral communication

During the ____________stage of the stress response, a person experiences anxiety, anger and fatigue. Select one: a. alarm b. resistance c. exhaustion d. resilience

b. resistance

Which of the following most accurately describes heuristics?

b. rules of thumb

Which of the following statements is true? Select one: a. Having others nearby tends to inhibit performance on relatively simple tasks. b. Having others nearby tends to facilitate performance on relatively complex tasks. c. Having others nearby tends to facilitate performance on relatively simple tasks. d. Having others nearby tends to inhibit performance on both simple and complex tasks.

c. Having others nearby tends to facilitate performance on relatively simple tasks.

Which of the following is true regarding the sources of conflict? Select one: a. Greater subordinate participation reduces conflict. b. Conflict is the same regardless of organizational size. c. Incorrect, distorted, or ambiguous information can lead to conflict. d. Line-staff conflict often results due to line divisions being more removed from central operating activities and staff decisions being more operations oriented. e. none of the above

c. Incorrect, distorted, or ambiguous information can lead to conflict.

_____________is an interactive process, wherein two or more groups discuss the allocation of resources. Select one: a. Distributive bargaining b. Integrative bargaining c. Negotiation d. None of the above

c. Negotiation

Symbols are used in an organizational setting to: Select one: a. provide the mission for an industry that is in its growth stage. b. convey the guiding ideas, or superordinate goals of an organization c. communicate values, legitimize practices, help socialize members, and build loyalty. d. exert a form of subtle, yet powerful control over employee actions

c. communicate values, legitimize practices, help socialize members, and build loyalty.

A committee is an example of a:

c. formal group.

Which of the following factors does not induce and sustain group cohesiveness? Select one: a. similarity of attitudes and goals b. threats c. larger groups d. reward systems

c. larger groups

Bob has been unhappy at work. His immediate supervisor, Brian, has been telling him to keep his production figures high regardless of the cost. Kathy, from the main office, has been telling Bob that production figures are not important, and that quality is more important. What is Bob experiencing at work? Select one: a. role ambiguity b. role episode c. role conflict d. eustress e. none of the above

c. role conflict

In the trait approach, which of the following was NOT an attribute found to be associated with leadership? Select one: a. task persistence b. self-confidence c. self-reliance d. ability to influence others' behavior e. height

c. self-reliance

In the Hersey-Blanchard situational model, what style should be used with employees who are considered immature by the model? Select one: a. consultative b. achievement-oriented c. telling d. directive e. delegating

c. telling

Heather is under a strict deadline at work. Her boss wants her report tomorrow and Heather knows that she does not have enough information to write a good report.What type of organizational barrier to communication is operating in this situation? Select one: a. informational overload b. organizational climate c. time pressure d. status differences e. none of the above

c. time pressure

Which of the following is a frequent mistake made by managers? Select one: a. Emphasizing skills rather than rules. b. Trying to be respected rather than liked. c. Seeking to take responsibility for their own actions. d. Not attending to employee gripes and complaints. e. None of the above are mistakes

d. Not attending to employee gripes and complaints.

Herbert said that he preferred to focus on outcome variables in measuring the effectiveness of an O.D. intervention. Which of the following would he use? Select one: a. productivity b. profits c. absenteeism d. all of the above

d. all of the above

The need for __________ can be satisfied by joining a group. Select one: a. security and protection b. affiliation c. esteem and identity d. all of the above

d. all of the above

On the plus side, it can be argued that workplace romances may have some positive consequences for employers, such as Select one: a. employees who may be less likely to quit. b. employees being more open to communication and working collaboratively. c. energizing group morale ("love is in the air"). d. all of the above. e. both b and c.

d. all of the above.

Amanda and Mike have lived on the same block for 15 years and are best friends. Which of the following reasons would best explain their friendship? Select one: a. similar interests b. parents are friends c. siblings are friends d. physical proximity

d. physical proximity

Which of the following is an individual factor associated with failure as a leader? Select one: a. Defensiveness b. Emotional instability c. Poor interpersonal skills d. Weak technical and cognitive skills e. All of the above

e. All of the above

Which of the following is true? Select one: a. Organizations can be viewed as having a dominant culture? b. A culture's strength is identified by whether the organization's values and norms are intensely held and widely endorsed. c. Organizations are acknowledged to have many subcultures. d. Organizations that seek to create strong cultures emphasize employee socialization. e. All of the above are true. Feedback

e. All of the above are true.

Which of the following are ways to improve the effectiveness of organizational communication? Select one: a. encourage effective listening b. encourage feedback c. use appropriate language d. use appropriate media e. all of the above

e. all of the above

Resistance to change is one of the most serious challenges to OD specialists, and may be overcome through Select one: a. education b. participation c. negotiation d. both b and c. e. all of the above.

e. all of the above.

A "strong-arm" tactic used to battle resistance to change is negotiation.

false

As a group's size decreases, members appear to be more tolerant of authoritarian and directive leadership.

false

Because of its drawbacks, stress is never a positive for performance.

false

Blake and Mouton adapted the Iowa Approach in order to create a managerial training program that explains leadership styles in the context of a grid.

false

Conflict stemming from unsuccessful communication is the same as conflict based on substantive differences

false

Decentralized networks are most effective for simple and routine tasks when the goal is to finish a task quickly and with few mistakes.

false

Employee envy can be defined as a pattern of thoughts, emotions, and behaviors that results from the loss of outcomes associated with a working relationship.

false

Environmental factors are less likely to pose potential threats to an organization's well being, while structural factors are an organization's secondary means of achieving success.

false

Formal studies tend to support the view that "opposites attract," rather than the view that "birds of a feather flock together."

false

In Fiedler's contingency model of leadership effectiveness, leadership style is assessed with a semantic differential attitude scale that measures assumptions concerning the most preferred coworker.

false

Intrinsic sources of job satisfaction originate from the environment outside the individual.

false

Leader and manager are terms that can be used interchangeably because they are equivalent.

false

North Americans stand more closely than Latinos do when engaged in conversation.

false

Obstacles to communication known as noise, barriers, and filters occur primarily during the receiving step.

false

Organizational members, rather than outside consultants, are usually responsible for the organizational development process.

false

Research suggests that Westerners tend to have less concern for punctuality than other people.

false

Some signs that a manager needs to reduce conflict include an unusually low rate of employee turnover, a shortage of new ideas, strong resistance to change, and the belief that cooperativeness is more important than personal competence.

false

The peculiarities of newer technologies do not contribute to various forms of misunderstanding.

false

The traditional view and the contemporary view both argue that all conflict should be avoided.

false

To be considered a group, no fewer than four people must deal with one another on a continuing basis

false

When a person decides to quit one job in hopes of finding a better position with another firm, this is an example of a personal programmed decision.

false

A change in leadership is usually precipitated by poor performance of the group

true

Although most companies have a dominant culture, they also have a variety of subcultures.

true

Although role conflict and role ambiguity seem to be undesirable, there are some indications that in modest amounts and under the right conditions, they may actually have positive effects.

true

Anglo-American managers are generally more democratic in orientation than managers from other countries.

true

Common biases found to influence decision making include an implicit favorite bias, a loss-aversion bias, and a personal experience bias.

true

Competition is directed toward obtaining a desired goal without interference from another party.

true

Organizational culture involves common beliefs and feelings, regularities in behavior, and a historical process for transmitting values and norms.

true

Personal decision making focuses on the actions and life of an individual, while organizational decision making focuses on the practices and performance of an organization.

true

Recognition by top management that a problem exists is important for the success of an O.D. program.

true

Selye's view suggests that all people go through the same pattern of response and that all people can only tolerate so much stress before debilitating exhaustion occurs.

true

Similarity of attitudes and goals, small unit size, group-based reward systems, and group isolation are all likely to induce group cohesiveness.

true

The ability to make high-quality decisions and to be creative is likely to be impaired in situations containing a high degree of role conflict.

true

The classical view of decision making does a good job of describing how a decision should be made, but it is largely inaccurate in describing how managers typically make decisions.

true

The goal of collaboration is to teach managers how to cope with the organization's structure without giving in to the impulse to create additional structure.

true

The interest in ethical decisions stems partly from a desire to avoid legal action and the resulting adverse public reaction, as well as a desire to satisfy concerns of personal conscience

true