WGU484 multiple choice questions

C) low on consistency

"11. According to the attribution theory, if a behavior scores ________, we tend to attribute it to external causes. A) low on distinctiveness B) low on adaptability C) low on consistency D) high on stability E) low on consensus "

pgs 529 and 530 workplace spirituality Creating an ethical organizational culture is at 525 pg 527 is a discussion about creating a positive organizational culture The three stages of the socialization process at 521, pre-arrival, encounter, and then at 522, metamorphosis How a culture begins is discussed at 519 519, 520 is a discussion of keeping a culture alive. pg 517 is a section culture as a liability pg 514 the discussion of the difference between a dominant culture at a subculture,

(the task is organized) PG 371 PG 370 Trait theories of leadership. Leadership's Defined 368. (page 369 Trait is personal qualities and characteristics;

E) harmful and must be avoided

14) According to the traditional view of conflict, all conflict is ________. A) necessary and improves creativity of a group B) healthy and improves productivity C) rational and cannot be avoided D) natural and helps generate discussion E) harmful and must be avoided

B) equality

14) Alcoa headquarters has few individual offices, even for senior executives. The space is essentially made up of cubicles, common areas, and meeting rooms. This informality conveys to employees that Alcoa values ________. A) autocracy B) equality C) rigidity D) formalization E) competitiveness

D) reflexivity (cause and effect)

14) While discussing their marketing campaign for a new product, the members of the cross-functional team responsible for Carver Inc. realized that a couple of changes relating to their prior plan would be beneficial. The offer of a franchising that had earlier been brushed off by the company head was discussed thoroughly and it was decided that it would be implemented on a trial basis initially, and on full scale if found to work well. From the information provided, it can be concluded that this cross-functional team has a high degree of ________. A) conformity B) demography C) uncertainty D) reflexivity E) diversity

A) Neutralizers

14) ________ make it impossible for leader behavior to make any difference to follower outcomes. A) Neutralizers B) Hygiene factors C) Vision and charisma D) Mentors E) Catalysts

E) provide client's software and database training for all the team members

15) Alberto's team is developing a database for the water pollution data of three cities. Before he begins on this intensive project, he wants to improve the team efficacy of his team. Which of the following actions can Alberto take to increase team efficacy before the project starts? A) plan a team outing for the team members B) create team goals that are very challenging C) spend considerable time evaluating team members and allocating proper roles for each D) make sure that his team is not comprised of more than nine people E) provide client's software and database training for all the team members

E) balances the rights of multiple stakeholders

15) An organizational culture most likely to shape high ethical standards among its members is one that ________. A) is low in risk tolerance B) is high in aggressiveness C) focuses only on outcomes D) takes a short-term perspective E) balances the rights of multiple stakeholders

A) kept low

15) For process conflict to be productive, it must be ________. A) kept low B) subject to managerial control C) kept at moderate levels D) kept high E) kept at moderate-to-high levels

B) Trust

16) ________ is defined as a psychological state that exists when you agree to make yourself vulnerable to another because you have positive expectations about how things are going to turn out. A) Consideration B) Trust C) Support D) Empathy E) Respect

B) cognition and personalization

16. The ________ stage of the conflict process is important because it's where conflict issues tend to be defined. A) potential opposition B) cognition and personalization C) intentions D) behavior E) reaction and transference

A) leader

17) Ellen Ortiz works as a sales manager at a telecom firm. The company has recently launched a new product in the market. Her work in the next few weeks involves sharing knowledge about the product with her team members. She will also need to inspire them to reach their sales targets, and clarify any doubts about the new product. Which of the following roles is Ortiz playing? A) leader B) liaison C) disseminator D) spokesperson E) negotiator Answer_________

B, the organization's environment is dynamic. (culture is a liability when the shared values are not in agreement with practices that further the organization's effectiveness. when the organizations undergoing rapid change, meaning its needs are moving fast changing and its values are, you know, they're entrenched. And that's what dynamic means. It means fast moving rapid change.) pg 517 is a section culture as a liability

culture is most likely to be a liability when ________________. A, the employees of the organization are highly skilled. B, the organization's environment is dynamic. C, the organization's management is highly efficient. D, the organization is highly centralized. E, the organization scores low on the degree of formalization.

"Selecting Team Players" at 323 to "Creating Team Players" at 324 to "Rewarding Team Players" at 324. Leadership's Defined 368. LMX theory is then discussed at 377, 381, 382, the dark side of charismatic leadership as opposed 382 into 383 difference between charismatic and transformation leaders Authentic leadership is discussed at 386. virtual organization, 391 and 392

discussion of the six properties of groups Chap 9, 278 pg and 279 pg Group Decision Making page 290 PG 295 (Brainstorming is idea generating, it encourages any alternatives; the nominal group technique is restricting of discussion during the decision making process;

E) organizational activities emphasize maintaining the status quo in contrast to growth

1) "Stability" is one of the seven primary characteristics that captures the essence of an organization's culture. It indicates the degree to which ________. A) work activities are organized around teams rather than individuals B) employees are encouraged to be innovative and take risks C) management focuses on results or outcomes rather than on the techniques and processes used to achieve them D) management decisions take into consideration the effect of outcomes on people within the organization E) organizational activities emphasize maintaining the status quo in contrast to growth

C) A work group interacts primarily to share information, rather than to engage in work that requires joint effort.

1) Which of the following statements best defines a work group? A) A work group performs at a level greater than the sum of its inputs from individual members. B) A work group consists of members having complementary skills that are applied in a coordinated fashion to the task at hand. C) A work group interacts primarily to share information, rather than to engage in work that requires joint effort. D) A work group consists of members who work together and generate positive synergy through coordinated effort. E) A work group involves individual and mutual accountability regarding results and outcomes.

B) formalization

10) A strong culture can act as a substitute for which of the following? A) institutionalization B) formalization C) socialization D) centralization E) social support

A) An employee is late to work because of a punctured tire.

10) Which of the following is an example of externally caused behavior? A) An employee is late to work because of a punctured tire. B) An employee postpones a meeting because he overslept. C) An employee was fired because he violated a company policy. D) An employee was promoted when he achieved more than the assigned objectives. E) An employee closed a sale with an important corporate client because of his excellent negotiation skills.

B) individualized consideration

10) Which of the following leadership behaviors is likely to differentiate between transactional and transformational leaders? A) laissez-faire B) individualized consideration C) contingent reward D) micromanagement E) management by exception (active and passive)

D) In successful teams, members should be selected to ensure all the various roles are filled.

10) Which of the following statements is true regarding team composition? A) A team's performance is merely the summation of its individual members' abilities. B) High-ability teams find it hard to adapt to changing situations. C) Agreeableness is the only personality dimension that aids the ability to work in groups. D) In successful teams, members should be selected to ensure all the various roles are filled. E) A high-ability team will function well irrespective of the deficits in the abilities of the leader.

D) higher employee turnover

11) According to the concept of organizational demography, if team members have dissimilar experiences, it will lead to ________. A) increased employee satisfaction B) decreased level of conflicts C) higher employee motivation D) higher employee turnover E) higher team efficacy

B) nominal groups

12. A group decision-making method in which individual members meet face-to-face to pool their judgments in a systematic but independent fashion is the ________ technique. A) reference groups B) nominal groups C) brainstorming D) interacting groups E) in-group

C) Social loafing

13 ________ illustrates a process loss from using teams. A) Organizational demography B) Role conflict C) Social loafing D) Multitasking E) Profit-sharing

C rituals

13) Company chants are examples of ________. A) company policies B) business strategies C rituals D) material symbols E) stories

A) Substitutes are factors and conditions that replace formal leadership.

13) Which of the following is true of substitutes? A) Substitutes are factors and conditions that replace formal leadership. B) Organizations cannot provide any substitutes for leadership. C) Substitutes are clearly distinguishable from neutralizers. D) Substitutes increase the levels of identification-based trust. E) Substitutes enhance the need for leader's support or ability to create structure.

B) group members tend to exaggerate the initial positions they hold when discussing a given set of alternatives and arriving at a solution

13. Groupshift is seen when ________. A) group members view themselves in better light when compared to members of the out-group B) group members tend to exaggerate the initial positions they hold when discussing a given set of alternatives and arriving at a solution C) group members notice and emphasize identities that reflect how different they are from other groups D) group members tend to prefer and endorse the products, ideas, and aspects of someone else's culture over their own E) group members fail to express alternative opinions and deviant views under the influence of the norm for consensus.

D) emphasizing individual vitality and growth

17) Liz is the lead editor for a small, city newspaper. One of her advertising sales representatives is pulling in a lot of restaurant clients. Liz realizes that the representative is quite knowledgeable about food and speaks quite elegantly when describing different dishes. She has begun discussing with the representative the possibility of collaborating with a writer to include a weekly restaurant review, which includes the representative on the byline. After the first couple of reviews, the representative is able to increase ad sizes and sales. He is very happy with his new job diversification. Which aspect of creating a positive organizational culture is Liz utilizing? A) building on organization strengths B) using narrow spans of control C) rewarding more than punishing D) emphasizing individual vitality and growth E) creating loose management oversight

A) Collaborating

17. ________ is a conflict-handling technique in which the parties in a conflict each desire to satisfy fully the concerns of all parties. A) Collaborating B) Competing C) Accommodating D) Avoiding E) Compromising

E) accommodating

18. A party who seeks to appease an opponent may be willing to place the opponent's interests above his or her own, sacrificing to maintain the relationship. We refer to this intention as ________. A) collaborating B) avoiding C) compromising D) competing E) accommodating

B) It involves the study of what people do in a company and how it affects the company's output.

19) Which of the following best defines organizational behavior? A) It involves the study of groups of people coming together for collective bargaining. B) It involves the study of what people do in a company and how it affects the company's output. C) It involves analyzing different people in an industry with independent profit-centered motives. D) It involves developing exclusively the knowledge of managers and senior -level employees. E) It is a field which is not influenced by factors in the external world.

C) bringing in outsiders

19. Which of the following is a conflict-stimulation technique? A) expansion of resources B) compromise C) bringing in outsiders D) exercising authoritative command E) problem solving

C) workplace spirituality

19. Which of the following terms refers to the recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community? A) dominant culture B) fundamental mechanism C) workplace spirituality D) outcome orientation E) subculture

B) empathy

2) Emotional intelligence (EI) is critical to effective leadership because one of its core components is ________ which reflects the consideration that leaders must be able to express. A) conscientiousness B) empathy C) optimism D) introversion E) perfectionism

C) sharing relevant information

2) The goal of work groups is ________. A) enhancing team efficacy B) improving collective performance C) sharing relevant information D) inculcating a climate of trust E) generating positive synergy

E) intragroup conflict within the group

2) The second stage of the five-stage group development model is characterized by ________. A) uncertainty about the purpose, structure, and leadership of the group B) pride in the accomplishments of the group C) strong feelings of group identity among members of the group D) cohesiveness and close relationships among members of the group E) intragroup conflict within the group

E) Organizational culture is descriptive, whereas job satisfaction is evaluative.

2) Which of the following statements best describes the difference between organizational culture and job satisfaction? A) Job satisfaction is immeasurable, whereas organizational culture is measurable. B) Job satisfaction depends upon the level of "power distance" in the country but organizational culture does not. C) Organizational culture is static, whereas job satisfaction is dynamic. D) Job satisfaction depends on the structure of the organization but organizational culture does not. E) Organizational culture is descriptive, whereas job satisfaction is evaluative.

E) interdependent

20) The work of your group would be better done in teams if the members of the team are ________. A) reflexive B) independent C) individualistic D) autonomous E) interdependent

D) Generally, U.S. managers see bribery, nepotism, and favoring personal contacts as highly unethical

20) Which of the following statements is true regarding effects of national culture on organizational culture and ethical behavior within organization? A) Organizations can safely ignore local culture while establishing its operation in another country. B) Most U.S. managers do not view profit maximization as a moral obligation. C) Organizational cultures rarely reflect national culture. D) Generally, U.S. managers see bribery, nepotism, and favoring personal contacts as highly unethical. E) As compared to managers in the United States, managers in developing economies are less likely to see ethical decisions as embedded in a social environment.

A) core values

3) The primary or dominant values that are accepted throughout the organization are known as ________. A) core values B) foundational traits C) institutional traits D) shared values E) unique values

B) problem-solving

3) The supervisors of the production division of one of the branches of Georgia Mills have been informed of some irregularities noticed in inventory of raw materials by some trusted subordinates. To get a clearer picture, the supervisors had a quick meeting with the subordinates who reported the matter over lunch. The subordinates recommended rotating the schedule of employees who account for the incoming and used up stock so as to pinpoint the defaulting employee. The supervisors agreed that this was a good strategy but admitted that the matter must be escalated to the production manager before such a change can be implemented. They followed up this meeting with subsequent sessions to evaluate how the change worked. The supervisors and subordinates form a(n) ________ team in this scenario. A) cross-functional B) problem-solving C) virtual D) independent E) self-managed

B) role expectation

4) Most people assume that a police officer should behave in a lawful manner, refrain from demonstrating favoritism to any particular group, and do their best to uphold the law. Which of the following terms best represents these beliefs? A) similarity B) role expectation C) diversity D) dispersion of responsibility E) uncertainty reduction

D) high in consideration

4) Nellie Fritz, the head of client support services at Olson Inc., is very popular among her subordinates. Many believe that Nellie has a knack for getting the work done without making the employees feel pushed into a corner. She is often seen speaking to her subordinates and support staff about their families, helping them with any personal problems they have, and praising employees for their good work. In light of the Ohio State Studies, this indicates that Nellie, as a leader, is ________. A) task oriented B) production oriented C) low in relationship orientation D) high in consideration E) low in trust propensity

D) generating a potential for creating greater outputs without increasing inputs

4) The extensive use of work teams benefits organizations by ________. A) generating neutral synergy among all employees of the team B) eliminating the need for mutual accountability for results C) developing the various team member's skills such that they are random and varied D) generating a potential for creating greater outputs without increasing inputs E) ensuring that the mere accumulation of individual efforts is used for group work

C) production-oriented

5) Norman has been working in the sales division for a large manufacturing company for four months. In this short period of time, Norman has learned that Mr. Hill, his manager, keeps increasing monthly targets significantly, and though each time the target appears unrealistic, Norman has been able to achieve them throughout the last four months. Mr. Lee's approach of leading his employees to work more efficiently by setting successively higher targets is an example of his ________ leadership. A) consideration-based B) support-oriented C) production-oriented D) person-oriented E) employee-oriented

E) Work teams generate positive synergy through coordinated effort.

5) Which of the following statements is true regarding a work team? A) Work teams are rarely used in organizations today. B) Work teams involve members of random and varied skill sets. C) Work teams are generally less flexible than traditional departments. D) Work teams are less responsive to changes in the internal and external environment of the company. E) Work teams generate positive synergy through coordinated effort.

A) They are committed to their goals and set ambitious goals.

5. Which of the following statements is true about people with positive core self-evaluations ? A) They are committed to their goals and set ambitious goals. B) They view themselves as powerless over their environment. C) They tend to question their capabilities and capacities. D) They lack persistence to achieve goals. E) They tend to be disliked by superiors and co-workers.

B) a leader is task or relationship-oriented

6) The least preferred co-worker (LPC) questionnaire is used to measure whether ________. A) the followers are able and willing B) a leader is task or relationship-oriented C) the members are in the in-group or out-group D) employees prefer servant leadership over situational leadership E) the leader is high on the dimension of conscientiousness

A) They give high importance to achievement and material success.

6) Which of the following is true of the baby boomer generation? A) They give high importance to achievement and material success. B) They rate highest in friendship and pleasure on the RVS. C) They are more questioning and entrepreneurial than the other generations. D) They lead lives shaped mainly by globalization. E) They give the highest importance to flexibility and life options.

C) cross-functional

6. Which of the following teams is more likely to be made up of employees from about the same hierarchical level but different work areas? A) problem-solving B) self-managed work C) cross-functional D) traditional E) departmental

A) an individual's leadership style is essentially fixed

7) Fiedler's contingency leadership model assumes that ________. A) an individual's leadership style is essentially fixed B) an individual is constantly striving to develop a more productive style C) an individual's leadership is primarily determined by the the features of the followers D) an individual's leadership style can be altered much like his/her personality traits E) an individual's leadership style must be task oriented to be effective

A) hiring candidates who fit well within the organization

7) The selection process helps sustain the organization's culture by ________. A) hiring candidates who fit well within the organization B) rewarding conformity C) developing performance evaluation criteria D) socializing the new employees E) establishing and enforcing norms

E) context, composition, and process factors

7) Which of the following represents the three general categories into which the key components of effective teams are grouped? A) internal, external, and peripheral factors B) cardinal, central, and secondary factors C) standard, segregated, and advanced factors D) basic, functional, and strategic factors E) context, composition, and process factors

E) situational leadership theory

8) Which of the following theoretical approaches in the study of leadership focuses on followers' readiness as a determinant of effective leadership? A) Big Five personality model B) behavioral theories C) Fiedler contingency model D) laissez-faire leadership E) situational leadership theory

C) They have content and intensity attributes

8. Which of the following is true of values ? A) They are void of a judgmental element. B) They are invariably fluid and flexible in nature. C) They have content and intensity attributes. D) They never change irrespective of external factors. E) They are always established in a person's later years.

D) encounter

9) If there is a basic conflict between the individual's expectations and the reality of working in an organization, the employee is most likely to be disillusioned and quit during the ________ stage of socialization. A) metamorphosis B) prearrival C) post-arrival D) encounter E) post-encounter

C) increased diversity of views

9) Which of the following is an advantage of group decision making when compared to individual decision making? A) increased pace of decision making B) increased ambiguous responsibility C) increased diversity of views D) increased conformity pressures E) increased dispersion of accountability

E) conscientiousness and openness to experience

9) Which of the following pairs of personality dimensions contribute to high team effectiveness? A) type A and type B B) perfectionism and rule consciousness C) introversion and reflexivity D) reflexivity and submissiveness E) conscientiousness and openness to experience

C) The theory considers removing obstacles to be a component of effective leadership.

9) Which of the following statements is true with regard to the path-goal theory of leadership? A) The theory considers leadership to be a set of attributes ascribed to leaders by followers. B) The theory proposes only a passive and supportive role for leaders. C) The theory considers removing obstacles to be a component of effective leadership. D) The theory proposes that leaders must work closely with followers throughout. E) The path-goal theory represents a laissez-faire approach to leadership.

C) personal discipline

9. Which of the following is an instrumental value according to the Rokeach value survey? A) economic success B) social recognition C) personal discipline D) world peace E) meaning in life

C, cohesiveness and organizational commitment. (A strong culture represents a high agreement about the core values of the organization.; strong culture, that means there is a widespread belief among employees and what the company, what the organization is doing which means, you know) pg 514 the discussion of the difference between a dominant culture at a subculture,

A strong culture should reduce employee turnover because it results in _________________________________. A, a highly centralized organization. B, narrow spans of control. C, cohesiveness and organizational commitment. D, a highly formalized organization. E, an outcome-oriented organization.

E. high in initiating structure. (the task is organized) PG 371, you get the behavioral theories of leadership, which are organized around the central principle that people can be trained to be leaders(The transactional leader's one who would be high in initiating structure. One who primarily is in search of definable set goals. You know, it is, it's discussed in the chapter that transformational leaders, charismatic leaders are better essentially than are transactional leaders. )

Adrian Atwood. A senior manager in MNC spends a lot of his time assigning group members to particular tasks and scheduling their work such that deadlines are achievable. Adrian also sets high expectations for standards of performance and holds regular meetings to ensure that productivity and quality are up to the mark. In the light of the Ohio State studies, this indicates that Adrian as a leader is A. low in task orientation; B. high in consideration; C. relationship oriented; D. employee oriented; E. high in initiating structure.

C, low risk taking. pgs 512-513, seven characteristics of organizational culture.

Manuel is a manager for a manufacturing company in which managers are expected to fully document all decisions and it is important to provide detail data to support any recommendations. Also, out of the box thinking is dissuaded. Which characteristic of organizational culture describes this aspect of Manuel's job? A, low team orientation. B, high aggressiveness. C, low risk taking. D, low outcome orientation. E, high people orientation.

B, climate of trust. (PG 314 She's not talking in the meetings because she does not trust what will happen when she does. She does not trust that the other members of the team are -- have her back. She doesn't trust that if she says something, she's not going to get attacked. And she's in a team where unfortunately, people are coming after you.

Araceli is a is a team member in a large corporation. She never speaks in team meetings because she has seen members talk behind each other's backs after the meetings. Members are constantly monitoring the other members' work and looking for mistakes to point out in a meeting. According to the information provided, which contextual factor is lacking in Araceli's team? A, adequate resources. B, climate of trust. C, team structure. D, performance evaluations. E, leadership.

C. extroversion; (Most important trait in leadership;ability of a leader to emerge. ) PG 370 Trait theories of leadership. (conscientiousness important in Job Performance; Emotional stability for job satisfaction)

Big Five personality traits has been identified as the most important trait in effective leaders? A. conscientiousness; B. openness; C. extroversion; D. agreeableness; E. emotional stability.

A, stories. (Stories typically it can serve a narrative events about the organizations' founders, about their successes, about how the organizations adapted and changed. )

Bruce is new at Wayne Corp., but after a week he already knows that the founder of the corporation started the business in his garage with only 4,000 dollars and one client. This information was most likely transmitted to Bruce by way of A, stories. B, material symbols. C, rituals. D, organizational charts. E, corporate chants.

C. situational variables;

Contingency theories focus on the _________ that impact leadership success. A. personality variables; B. leader's abilities to inspire and transform followers; C. situational variables; D. values and ethics; E. features of the followers.

D, building on employee's strengths. Creating an ethical organizational culture is at 525. The organizational culture most likely to shape high ethical standards among its members is high in a risk tolerance, low to moderate in aggressiveness, and focus on means as well as outcomes. pg 527 is a discussion about creating a positive organizational culture and talks about some areas in which organizations can focus on to that,

Larry, has an employee who was amazing at clearly seeing rules and enforcing them, he has recently promoted her to the lead position in quality assurance. Which method of creating a positive organizational culture is Larry utilizing? A, rewarding more than punishing. B, building on organization strengths. C, using standardized practices. D, building on employee's strengths. E, transmitting organizational culture through rituals.

B, organizational climate. (Organizational climate is team spirit. It's the shared perceptions that members have about their work environment. )

Grace works for a pet store where everyone is committed to the happiness of the animals often employees, bosses, and hourly workers are like coming to the store off the clock and spent time training the animals. Everyone loves the store, the animals and their jobs. This attitude of her coworkers inspires Grace to do her best based on this information. We can say that Grace is experiencing the effects of __________________. A, decentralization. B, organizational climate. C, high departmentalization. D, low formalization. E, high work specialization.

C. employee oriented; (The employee oriented leader emphasizes interpersonal relationships by taking a personal interest in the needs of the employees and the individual differences among them, and that's contrasted with the production oriented leader, who emphasizes the technical aspects of the job.)

Maureen Harper is a friendly and warm manager who starts her day at work by personally greeting her colleagues and subordinates. Maureen is often seen listening sincerely to employees' concerns and problems. She takes the initiative to hold programs to renew and improve the skills of current employees. Most of her employees know that she is accessible for helping and information at all times. Maureen is a ___________ leader. A. achievement oriented; B. transaction oriented; C. employee oriented; D. production oriented; E. task oriented.

A. role conflict (discussion of the six properties of groups Chap 9, 278 pg and 279 pg; when complying with one role requirement makes it difficult to comply with another, that's role conflict. the first property of a group which is roles

Michael is devout and very active in his church. He is also a very dedicated employee. His manager offers him a promotion but the new role will required him to work Sundays. Michael would like the promotion, but realizes that it would force him to miss some church activities. In this situation, Michael is most likely to experience _____________. A. role conflict B. social loafing C. groupthink D. role fuzziness E. groupshift

C, recognize that people seek to find meaning and purpose in their work. (people seek to find meaning and purpose in their work and so organizations that looked to facilitate that are called--you know, it's called workplace spirituality.) pgs 529 and 530 workplace spirituality

Organization for spiritual culture___________. A, use stories for transmitting the organizational culture to the employees. B, use wide spans of control. C, recognize that people seek to find meaning and purpose in their work. D, emphasize community differences in the organization. E, tend to downplay the importance of employee satisfaction.

A, conscientiousness, (Conscientious people are valuable because they are good at sensing when they're needed.conscientiousness as a key marker of job performance. )

People scoring high on _________ are valuable in teams because they're good at backing up fellow team members and at sensing when their support is truly needed. A, conscientiousness, B, positivity C, emotional stability, D, agreeableness, E, openness to experience.

1. Roles 2. Norms 3. Status 4. Size 5. Cohesiveness 6. Diversity

Properties of Groups (Name all 6)

cross functional jobs from different departments working across multiple departments problem solving team, that's the simplest kind of team. put together to solve a problem. They don't do any of their own management. Virtual teams PG 312

The other different teams

B. groupshift (a shift that can occur in a group setting where there is generally more extreme version of an original position. The magic word here in a group shift question is divergent.)

The HR department at Bailey Services is considering offering telecommuting as an option to some experienced employees. At a meeting to formalize the move, the heads of the different department met with Laura Watson, the HR manager. Laura, who thought this meeting would be a short one, was proven wrong when all the members, who had previously agreed that telecommuting would work in their company, began coming up with divergent views. By the end, two divisions claimed having major concerns about allowing employees to telecommute, and those in favor of it were equally vocal. This scenario depicts the operation of _____________. A. conformity B. groupshift C. role conflict D. groupthink E. social loafing

E. attribution theory. attribution- from the word attribute-of a cause and effect understanding of behavior. Tried to determine if someone's behavior is internally caused or externally caused. Leadership's an attribution that people make about other individuals. That we attribute to leader's intelligence, outgoing personalities, strong verbal skills, aggressiveness, understanding, industriousness. We see leaders are responsible for performance.

The president of a small Asian country was held as a visionary and a genius when the nation's economy burgeoned during his first term in office. However, when the currency in the stock markets crashed during his government's second term, he was censured as arrogant, elitist, and short sighted. Which of the following theoretical approaches is reflected here? A. trait theories; B. behavioral theories; C. path goal theory; D. servant leadership perspective; E. attribution theory.

D. trust; (The followers of authentic leaders consider them to be ethical people. The followers of authentic leaders believe that authentic leaders are acting upon their personal values openly, candidly. Authentic leaders know who they are. Walk it like they talk it. Do what they say, and what that generates in a follower is trust. I trust you are who you say you are. I trust you will do what you say you will do. You're real. Authentic)

The primary quality produced by authentic leadership is blank. A. efficiency; B. reinforcement; C. supervision; D. trust; E. authority.

A, establishing norms that filter down through the organization. (Through words and behavior, top management can establish norms that filter through the organization, about risk taking, about how much freedom employee should have,what employee actions work, who gets a raise, promotion, fired, gets praise)519 is creating and sustaining culture. How a culture begins is discussed at 519. There are three ways that culture is created. It's tied up in the founders of the organization. And then, 519, 520 is a discussion of keeping a culture alive. And the culture is kept alive through selection of employees and through actions of top management

Top management has a major impact on the organizations' culture by _________________________. A, establishing norms that filter down through the organization. B, ensuring a proper match of person on organizational values. C, socializing new applicants in the pre-hiring phase. D, providing a framework for metamorphosis of new hires. E, properly rewarding employees' initiatives.

B. the personal qualities and characteristics (page 369 Trait is personal qualities and characteristics; have intellectual attributes, physical attributes, social attributes, special personalities that just make them suited to lead. )

Trait theories of leadership focus on ___________. A, the special relationship that leaders establish with a small group of their followers; B. the personal qualities and characteristics that differentiate leaders from non-leaders; C. the way the leader makes decision; D. the extent to which followers are willing and able to accomplish a specific task; E. the match between a leader's style and the degree to which the situation gives the leader control.

C. building consensus among employees; (transformational leaders kind of selflessly are able to cause their followers to transcend their own self-interests, and I guess that's probably the magical words to go beyond what's best for them) laissez-faire. abdicating all responsibility to employees. ; transactional establishing goals, roles, and requirements, Think structure;

Transformational leaders enhance performance of employees by ________________. A. restricting creativity among employees; B. focusing on short-term goals for employees; C. building consensus among employees; D. establishing goals, roles, and requirements; E. abdicating all responsibility to employees.

E. performing (performing that's the forth stage to the five stage model; that's when the group structure is functional, its accepted, or no longer getting to know you and sorting everything out who does what.

When the group energy is focused on the task at hand and the group is fully functional, it is said to be in the stage of___________> A. storming B. norming C. inertia D. forming E. performing

D, metamorphosis.

When you start to accept the differences between your expectations and the reality of the organization, you move in to the ___________ stage of socialization. A, pre-arrival. B, post-arrival. C, acceptance. D, metamorphosis. E, post-encounter.

A. acceptance of solution (Many decisions fail because people don't accept them. if you got a group the members who participated in that group are probably pretty likely to enthusiastically support that decision) Group Decision Making page 290

When_________is of importance in decision making, group decisions are preferred to individual decisions. A. acceptance of solution B. speed C. efficiency D. clear responsibility E. legitimacy

Differences between groups PG 309 D. Work teams generate a potential for an organization to generate greater outputs with no increase in inputs, while work groups cannot perform this function.(work groups are the accumulation of individual efforts; Work teams groups that generates synergy.)

Which of the following accurately differentiates between work groups and work teams? A. Work groups are used by top-management employees, while work teams are used by lower-level workers B. Work groups are used for functions relating to areas of external environment, while work teams are exclusively used for departmental problems and issues. C. Work groups involve members who have complementary skills, while work teams use employees who have random and varied skills. D. Work teams generate a potential for an organization to generate greater outputs with no increase in inputs, while work groups cannot perform this function. E. Work teams represent the mere accumulation of individual efforts, while work groups generate a positive synergy within the organization.

C. ensuring that individual contributions to the group's outcome are identified (Social loafing a tendency for individuals to expend less effort when they work collectivelythan when they work individually; to counteract identify everyone's specific contribution to the groups outcome)

Which of the following is an effective means of countering social loafing? A. increasing the rewards the group is given if it succeeds B. increasing the amount by which the group's progress is monitored C. ensuring that individual contributions to the group's outcome are identified D. increasing the size of the group E. increasing the group's workload

B, helping the team achieve small successes.( efficacy means what? It means the team believes it can succeed in the job and the goal that's passed before them. ; increase efficacy. Training that improves skills and increases confidence and having the team achieve small, incremental successes. )

Which of the following is most likely to increase team efficacy? A, providing vast engineering goals. B, helping the team achieve small successes. C, creating a team such that it has diverse members. D, insuring the team goals are substantially difficult. E, reducing the numbers of -- the number of members in a team drastically.

B. Company reputation ( Team efficacy-self-belief a team has that it can succeed. )

Which of the following is not one of the key components of effective teams? A. Team efficacy B. Company reputation C. adequate resources D. member flexibility E. leadership and structure

E) They are marked by stipulated behaviors in pursuit of organizational goals. (a a formal groups is one that is defined by the organization structure with this designated work assignments establishing tasks, the behaviors ;the team members engaged in are stipulated by a directed toward organizational goals.

Which of the following is true regarding formal groups? A) They are natural formations that arise in response to the need for social contract. B) They lack clearly defined structures and roles for their members C) They have negligible impact on employee performance and behavior. D) A group of people who come together to protest against a new law make up a formal group. E) They are marked by stipulated behaviors in pursuit of organizational goals.

B. Widespread deviant workplace behavior depends on the accepted norms of the group. (Organizations set their definitions of what normal is. if you have what's normal, then anything that deviates from that is deviant behavior, it's abnormal.both against the specific rules of the organization or against the specific norms )

Which of the following is true with regard to deviant workplace behavior? A. It is involuntary in nature B. Widespread deviant workplace behavior depends on the accepted norms of the group. C. It has a negligible adverse impact on organization as it accepted by some employees. D. Research on deviance at the workplace has shown that employees operating individually engage in more deviant behaviors than those who functions as part of groups. E. Leaving work early is an example of property related deviant workplace behavior.

D, relationship conflicts. (that some conflict is okay, but not relationship conflict.)

Which of the following must be avoided if one wants to create and maintain an effective team? A, task conflict. B, reflexivity. C, specific goals. D, relationship conflicts. E, congruent mental models.

Different types of teams PG 310 E. in the case of self-managed work teams, supervisory positions take on decreased importance (Self-managed work teams are designed to take on managerial responsibilities.; So the kinds of things that normally you'd think of a manager doing, self managed teams do. self-managed teams typically don't manage conflicts all that well.; self-managed work teams actually report higher job satisfaction;self-managed work teams largely come from the same type of job, highly related jobs, )

Which of the following statements is true regarding self-managed work teams? A. Self-managed work teams typically consist of forty to fifty employees. B. Self-managed work teams typically manage conflicts well. C. Members of self-managed work teams typically report lower job satisfaction D. Self-managed work teams are typically composed of employees from different departments who work independent of each other E. in the case of self-managed work teams, supervisory positions take on decreased importance

B, when teams have excess members, cohesiveness declines. ( Cohesiveness it's the degree to which everyone's on the same page. Well, if the team gets bigger, then you increase the possibilities that some of the folks on that team aren't going to be on the same page.

Which of the following statements is true regarding size of teams? A, the most effective teams have 12 to 15 members. B, when teams have excess members, cohesiveness declines. C, as team size increases, social loafing decreases. D, when teams have excess members, mutual accountability increases. E, members of large teams coordinate work better when pressed for time.

C. As compared to smaller groups, larger groups are better in problem solving. (the size of the group in fact does impact the group's overall behavior. Evidence indicates that smaller groups are faster in completing tasks than larger ones. Individuals actually perform better in smaller groups than larger ones.If the goal of the group is fact finding, larger groups in fact are more effective. If it's a problem solving task, larger groups are in fact better than smaller groups. )

Which of the following statements is true regarding the effect of size of the group has on the performance of the group? A. The size of the group does not affect the group's overall behavior B. Evidence indicates that larger groups are faster at completing tasks than smaller ones. C. As compared to smaller groups, larger groups are better in problem solving. D. If the goal of the group is fact-finding then smaller groups are more effective than larger groups. E. Evidence indicates that individuals perform better in larger groups than in smaller ones.

Groupthink and Groupshift E. seeking input from employees before the group leader presents his opinions (Groupthink a phenomenon where there's a consensus norm that overrides on appraisal of alternative courses of action; to counteract groupthink, avoid reaching a pre-mature consensus is for a group leader to be impartial, To seek input from all members and avoid expressing her own opinions especially in the early stages of deliberation; Ideally, also there be a devil's advocate)

Which of the following steps can be taken by a manager so as to minimize groupthink? A. increasing the group size B. encouraging group leaders to develop a stronger sense of group identity C. preventing all team members from engaging in a critical evaluation of ideas at the beginning D. asking the group members to first focus on the positives of an alternative rather than the negatives E. seeking input from employees before the group leader presents his opinions

situational leadership theory. ( Fedler theory focuses on the matching up, the style of leadership with what's needed for that particular situation, and says that leaders can't change their stripes.; Big Five personality model because it's not about leadership; Laissez-faire means a type of leader who essentially does nothing. Who stands back and lets things happen. This is generally the least effective type of leadership. )

Which of the following theoretical approaches in the study of leadership focuses on followers' readiness as a determinate of effective leadership? A. Big Five personality model; B. behavioral theories; C. Fedler contingency model; D. laissez-faire leadership; E. situational leadership theory.

B. Nominal Group PG 295 (Brainstorming is idea generating, it encourages any alternatives; the nominal group technique is restricting of discussion during the decision making process;

Which of these groups is the higher performing? A. Brainingstorming B. Nominal Group

E. charismatic leadership. ( LMX theory is then discussed at 377, situational leadership deals with the needs of the followers; path goal leadership is leaders can change their strips; transactional leadership behavior by setting goals; Charismatic leaders have a vision. They take personal risks. They're sensitive to follower needs. They exhibit extraordinary behaviors.; 381, 382, the dark side of charismatic leadership as opposed

Which theory of leadership proposes that followers attribute heroic or extraordinary leadership abilities when they observe certain behaviors? A. situational leadership; B. path goal leadership; C. transactional leadership; D. behavioral leadership; E. charismatic leadership.

B, dissimilar mental models. (Effective teams share accurate mental models which are organized, mental representations of the key elements within a team's environment, the team members share.) mental models - Page 321

With the deadline approaching, all seven members of Sharon's product development team were working around the clock and still the work was not completed in time. After the project was completed, Sharon spoke individually with the members to determine the cause for this delay. Many members complained, saying the work given to them was not in accordance with their roles. Some were unclear about which team member to approach when faced with a problem and many underestimated the time and effort the project demanded. This team is characterized by, ___________________. A, a clear role allocation for all team members. B, dissimilar mental models. C, high degree of role clarity. D, excessively large team size. E, a strong climate of trust.

C, the work is simple and does not require diverse input, "Selecting Team Players" at 323 to "Creating Team Players" at 324 to "Rewarding Team Players" at 324.

Work should be performed by an individual if ___________________' A, the work is complex and requires different perspectives, B, the work creates a common purpose or set of goals for the people in the group that is more than the aggregate of individual goals, C, the work is simple and does not require diverse input, D, several tasks are interdependent and to be performed before completing the work, E, performing the work requires learning a new technology or understanding a new system.

C, socialization. (Organizations try and when they recruit the specific people, when they hire specific people to pick employees who are going to fit in their culture, employees who will most likely agree with the beliefs and the customs of the organization. even after that hiring is done, that doesn't mean it's the end. Now comes this process where employees adapt to the culture that they've joined and that's called socialization. )The three stages of the socialization process at 521, pre-arrival, encounter, and then at 522, metamorphosis

______________________a process that helps new employees adapt to the prevailing organizational culture. So, you get these and you selected these employees and now they have got to become one of you. A, satisficing. B, reciprocal interdependence. C, socialization. D, formalization. E, social loafing.