BADM 310 exam 3 quizlet

Sony's consolidation approach to gain control over the decision making and strategies of the different divisions suggests high flow. high diversification. low specialization. low formalization. high centralization

high centralization

In the past, Sony's entertainment divisions were separated by geographic region, suggesting what organizational structure? simple matrix multi-divisional client-based functional

multi-divisional

Which of the following factors is not included in the time-driven model of leadership? importance of commitment employee expertise leader expertise teamwork skills team cohesiveness

team cohesiveness

________ reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and thoughtfulness regarding employee feelings. Participation Transformation Consideration Delegating Initiating structure

Consideration

________ are the taken-for-granted beliefs and philosophies that are so ingrained that employees simply act on them rather than questioning the validity of their behavior in a given situation. Stories Observable artifacts Espoused values Basic underlying assumptions Rituals

Basic underlying assumptions

________ happens when both parties work together to maximize outcomes, it is a form of conflict resolution. Collaboration Compromise Competing Accommodating Avoiding

Collaboration

Ron works for Advanced Family Medical Systems, often known simply as AdFaMS, and has earned the nickname "Mr. AdFaMS" because of his dedication to the company. Ron says it is not hard to be dedicated to a company he believes in as much as AdFaMS. However, Ron is not perfect. Which of the following is most likely the problem with Ron? He places a low level of trust in his managers. He has problems with excessive work-related stress. His job performance is lower than that of most other employees. He lacks a general willingness to help others. His emotional attachment to the company is minimal.

His job performance is lower than that of most other employees.

Which of the following is true regarding restructuring? It requires a focus on customers more than employees. There are usually no negative effects on employees. Flattening usually requires hiring more middle managers. It usually refers only to changes from a functional to a matrix structure. In recent years, the most popular type has been "flattening."

In recent years, the most popular type has been "flattening."

________ involves behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways. Inspirational motivation Incentivized conditioning Intellectual stimulation Individualized consideration Idealized influence

Intellectual stimulation

________ occurs when the target of influence agrees with and becomes committed to the influence request. Ingratiation Consultation Resistance Collaboration Internalization

Internalization

Which of the following is a characteristic of an organic organization? There is a high degree of work specialization. There are high levels of hierarchical control. There are very clear lines of authority. Lateral communication is encouraged. Employees are given a very narrow view of their tasks.

Lateral communication is encouraged.

________ is the process by which a junior-level employee develops a deep and long-lasting relationship with a more senior-level employee within the organization. Socialization Orientation Mentoring RJP pairing Promotion

Mentoring

Which of the following answer options is a guideline for using reward power? Warn people prior to giving rewards. Only offer what you can follow through on. Support and uphold others when called for. Follow through on commitments. Stay within the rights your position holds.

Only offer what you can follow through on.

________ occurs when actions by individuals in an organization are directed toward the goal of furthering their own self-interests. Leadership Distributive bargaining Organizational politics Political skill Internalization

Organizational politics

________ is the degree to which an individual's personality and values match the culture of an organization. Person-organization fit Integration framework Culture strength Communal culture Reality shock

Person-organization fit

________ is the ability to effectively understand others at work and use that knowledge to influence others in ways that enhance personal and/or organizational objectives. Distributive bargaining Organizational politics Political skill Ingratiation Negotiation

Political skill

________ manifests when the target refuses to perform the influence request and puts forth an effort to avoid having to do it. Collaboration Conflict Internalization Resistance Compliance

Resistance

________ leadership involves inspiring followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives. Contingent reward Management-by-exception Transactional Transformational Laissez-faire

Transformational

Job satisfaction is higher and stress is lower when there is a good person-organization fit.(True/False)

True

When employees feel they fit with their organization's culture, they are much more likely to develop an emotional attachment to the company. (True/False)

True

________ is the way in which tasks in an organization are divided into separate jobs—sometimes referred to as division of labor. Span of control Chain of command Centralization Formalization Work specialization

Work specialization

Low assertiveness and high cooperation represent the style of conflict resolution known as collaboration. avoiding. accommodating compromise. competing.

accommodating

A conflict resolution style typically used by leaders when an issue is really not that important to them but is very important to the other party is accommodating. competing. avoiding. collaboration. compromise.

accommodating.

With ________, the leader arranges to monitor mistakes and errors actively and takes corrective action when required—this is a form of ________ leadership. active management-by-exception; transactional passive management-by-exception; transactional laissez-faire; transactional passive management-by-exception; transformational active management-by-exception; transformational

active management-by-exception; transactional

ASA in the "ASA framework," a process that can help keep culture of the organization strong, stands for attribution-submission-anticipation. attraction-selection-attrition. assertion-supplementation-apprehension. attrition-selection-attraction. anticipation-socialization-articulation.

attraction-selection-attrition.

Claire has built her company by giving special attention to details. She is highly meticulous and demanding and often imposes her decisions on subordinates. Claire makes use of the ________ style of decision making. transformational participative autocratic delegative consultative

autocratic

In a conflict situation, Pat attempts to get his needs met without any concern for the needs of the other party. He utilizes ________, a conflict resolution style. accommodating avoiding competing compromise collaboration

competing

Two styles of conflict resolution likely to result in negative feelings toward the leader are competing and accommodating. competing and avoiding. compromise and accommodating. compromise and avoiding. competing and compromise.

competing and avoiding.

A shift in the behaviors of employees, but not their attitudes, occurs with a response to influence tactics known as resistance. internalization. collaboration. compliance. accommodating.

compliance.

Google's project OXYGEN found that the three most important habits that determined leader success were all oriented toward ________: meeting regularly with employees, taking an interest in them personally, and asking questions rather than always providing answers. emergence initiating structure consideration efficiency integration

consideration

Cary just announced to his employees that if they meet the sales goal for the month of August, they can have a paid four-day vacation. Which of the following styles of leadership is being used by Cary in this case? contingent reward transformational laissez-faire passive management-by-exception active management-by-exception

contingent reward

The shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees refers to organizational growth. study. definition. culture. dynamics.

culture.

According to the time-driven model of leadership, ________ styles work best in situations where employee expertise and teamwork skills are high. autocratic delegative facilitative facultative consultative

delegative

Which of the following decision-making styles is characterized by the highest level of employee involvement? autocratic supportive delegative facilitative consultative

delegative

Lynette is the new head of operations for ShurWay, a nationwide corporation with offices in several major cities. Promoted to headquarters from an office in another city, she will be overseeing people who have long worked together and may feel some resistance to an "outsider." Therefore, it is important for her to establish herself as a leader in their eyes. She will have an opportunity to do just that tomorrow, when she will be invited to make some remarks at a departmental get-together organized in her honor. The best way for Lynette to set the right tone is to let everyone know that she is ready to create a fully open, nonhierarchical environment in which she is simply the first among equals, dedicated to ensuring a nurturing work situation for all employees. work tirelessly on behalf of each employee, learning from them as she goes, in order to help them meet their personal objectives, which will most likely help the company in the end. use every element of authority she has to ensure that all employees are doing their jobs as well as possible, and thus to create a department that will be the envy of all other departments. do everything she can, both in terms of her position and her knowledge and other abilities, to help each employee do what they need to do to help the company meet its objectives. take charge of the department, which means that she will not tolerate dissent and will deal as severely as possible with anyone who makes trouble for her.

do everything she can, both in terms of her position and her knowledge and other abilities, to help each employee do what they need to do to help the company meet its objectives.

When people have a track record of high performance, the ability to solve problems, or specific knowledge that is necessary to accomplish tasks, they are more likely to be able to influence other people due to their ________ power. expert coercive legitimate referent reward

expert

The two types of personal power are ________ power. reward and coercive expert and coercive expert and legitimate expert and referent reward and referent

expert and referent

An organizational structure formally dictates how jobs and tasks are divided and coordinated between individuals and groups within the company. refers to the degree to which rules and procedures are used to standardize behaviors and decisions in an organization. is a drawing that represents every job in the organization and the formal reporting relationships between those jobs. is the way in which tasks in an organization are divided into separate jobs. describes an organization's objectives and goals and how it tries to capitalize on its assets to make money.

formally dictates how jobs and tasks are divided and coordinated between individuals and groups within the company.

According to the leader-member exchange theory, the two general types of leader-member dyads are role taking exchange and role selling exchange. role making and role taking. high-quality exchange and low-quality exchange. participating exchange and observing exchange. intrinsic and extrinsic.

high-quality exchange and low-quality exchange.

Brady looks up to his boss, Malik, who has a business degree from Yale and, like Brady, is ambitious, successful, and extroverted. In addition, Brady and Malik share a similar, warped sense of humor. Malik often tells Brady "you remind me of myself ten years ago." Brady is likely to be a member of Malik's ingroup. outgroup. support team. dyad. triad.

ingroup.

A few minutes before the grand opening of the newest store in the chain, Chanel from the corporate office gave the whole team a rousing speech in which she told them that they had the power to make things better for the entire community. This is an example of legitimate power. collaboration. rational persuasion. inspirational appeal. consultation.

inspirational appeal.

Research studies have repeatedly shown that not only does allowing employees to participate in decision making develop the employees' own decision-making skills, but it also increases their obedience. job performance. task skills. social skills. job satisfaction.

job satisfaction.

Which of the following styles represents avoidance of leadership altogether? passive management-by-exception active management-by-exception contingent-reward transactional leadership laissez-faire leadership transformational leadership

laissez-faire leadership

The degree to which the leader's actions result in the achievement of the unit's goals; the continued commitment of the unit's employees; and the development of mutual trust, respect, and obligation in leader-member dyads are all called outgroup readiness. leader effectiveness. leader focus. leader emergence. individualized consideration.

leader effectiveness.

Paolo knew the deadline was approaching quickly and his team need just one more week to complete their assigned project. He used both his power and influence to get the deadline extended another week so his team could meet their goal. Paolo is exhibiting his collaboration. visibility. ingratiation. leadership. centrality.

leadership.

The three types of organizational power are ________ power. legitimate, reward, and coercive expert, reward, and referent legitimate, expert, and referent legitimate, expert, and coercive expert, reward, and coercive

legitimate, reward, and coercive

Elias works in a company where he is part of a robotics team, but he is also part of a team dedicated to working on a new type of lift system. He is stressed because he has to report to a manager for the lift project, as well as the head robotics engineer, who is always telling him he needs to deal with robotics before "playing with the lift." However, Elias knows the company is depending on the lift to help add important clients. Which type of organizational structure does Elias's company use? multi-divisional simple client-based matrix functional

matrix

The three major components to any organizational culture are symbols, physical structures, and ceremonies. observable artifacts, hidden artifacts, and semi-public artifacts. internal values, espoused values, and enacted values. observable artifacts, espoused values, and basic underlying assumptions. language, stories, and rituals.

observable artifacts, espoused values, and basic underlying assumptions.

In the leader-member exchange theory, the low-quality exchange dyad forms the leader's ingroup. levels of mutual trust. internal attributes. outgroup. obligations.

outgroup.

Kazue works in a department store. She has noticed that several of her coworkers avoid interacting with customers, take a lot of smoke breaks, and leave their sales areas messy and disorganized. When she discusses the situation with her manager, Rob, he says he will do something about it, but he does not. In fact, nothing changes until several customers file complaints in the space of a single week, at which point Rob takes disciplinary measures toward two of his employees. Rob is demonstrating laissez-faire leadership. active management-by-exception. contingent reward leadership. passive management-by-exception. transactional leadership.

passive management-by-exception.

When others have a desire to identify and be associated with a person, that person possesses ________ power. coercive referent expert legitimate reward

referent

When someone has control over the resources another person wants, ________ power exists. reward referent personal coercive expert

reward

Organizations that have successfully created a ________ culture have been shown to change employee attitudes and behaviors toward customers. mercenary service safety creativity fragmented

service

Which of the following represents the carrot-and-stick approach to leadership? laissez-faire leadership passive-avoidant leadership transformational leadership transactional leadership charismatic leadership

transactional leadership

Over lunch, Daniela and Hassan are discussing their managers. Daniela describes her boss as extremely motivating. Work goals are more demanding than ever, but even though the rewards of the hard work may not come soon, Daniela trusts her manager's emphasis on the future good that will come from their work. She feels that working with this new manager has led to a much stronger emotional bond with the organization, much more engagement with the work, and an overall increase in her job satisfaction. Daniela's boss can be described as a(n) ________ leader. transactional perceptive transformational Weberian authentic

transformational