Management CH. 9, 10, & 11 Test

Personal attributes that vary from one person to another are called ________. A. individual differences B. organizational inducements C. employee contributions D. stressors E. psychological contracts

A

Prolonged exposure to a stressor without resolution can bring on the ________ stage of the General Adaptation Syndrome (GAS). A. exhaustion B. resistance C. alarm D. burnout E. conflict

A

Which of the following is a dysfunctional behavior? A. Absenteeism B. Organizational commitment C. Organizational citizenship D. Conscientiousness E. Creative behavior

A

Nadine, a manager, observes that every time one of her subordinates, Peter, calls in sick, it is the day after she has made a decision Peter did not agree with. She attributes his absences to stress or resentment on his part. Nadine makes this attribution based on _________. A. consensus B. consistency C. distinctiveness D. turnover E. absenteeism

B

Which of the following is a basic perpetual process? A. Cognitive dissonance B. Inducement C. Machiavellianism D. Stereotyping E. Negative emotionality

D

A basic assumption on which the expectancy theory is based on is that: A. behavior is determined by a combination of forces in the individual and in the environment B. people do not make decisions about their own behaviors in organizations C. different people have the same type of needs, desires, and goals. D. people make choices based on the extent to which a given behavior will lead to undesired outcomes E. people are motivated to seeks social equity in the rewards they achieve for performance

A

A major advantage of incentives relative to merit system is that: A. incentives do not accumulate by becoming part of an individual's salary B. incentives are provided only one time, based on that level of performance C. individuals receive the same amount or larger irrespective of their performances over the years D. the base salary of an individual is unaffected by lower incentives E. these plans remain static and cannot be modified by an organization

A

A popular retail outlet provides its salespersons a small bonus for every sale that exceeds a $50 bill amount. The type of reinforcement used here is _________. A. fixed-ratio B. fixed-interval C. variable-interval D. variable-ratio E. fixed-variable

A

A tendency to be generally downbeat and pessimistic, and seeming to be in a bad mood is called ___________. A. negative affectivity B. self-efficacy C. introversion D. cognitive dissonance E. neuroticism

A

According to the Managerial Grid, the _________ manager is highly concerned about production but exhibits little concern for people. A. 9,1 B. 0,1 C. 1,9 D. 0,1 E. 9,0

A

Employees at GreenTech Inc. complete their schedules on time as every hour they take in excess may lead to a corresponding loss of pay. Their behaviors are strengthened through _____. A. Avoidance B. extinction C. positive reinforcement D. punishment E. incentives

A

Fred has seen some movies depicting wars that took place in Iraq--all directed by women--which were so inaccurate that he refuses to see another war movie. Fred assumes that women are incapable of creating war movies. Fred's assumptions are an example of _________. A. stereotyping B. conscientiousness C. extraversion D. introversion E. authoritarianism

A

Madeline works at a local retail store. She feels that she is being underpaid in spite of her job performance. She motivates herself to improve her performance to get the due recognition she deserves. Madeline's motivation is due to a ___________. A. need deficiency B. negative reinforcement C. low performance-to-outcome expectancy D. dissatisfaction of physiological needs E. need for belongingness

A

Martha is given a new cabin and a new job title as recognition for her accomplishment over her year of service to the organization. She is satisfied with the recognition and respect from her colleagues. This portrays that the organization is addressing her ______ needs. A. esteem B. psychological C. security D. physiology E. self-actualization

A

Neal works for the state of Vermont. He perceives that his union will protect him from getting fired, but the only way he will get promoted is if the person above him retires or dies. He has A. low effort-to-performance expectancy, and low performance-to-outcome expectancy B. low effort-to-performance expectancy, and high performance-to-outcome expectancy C. high effort-to-performance expectancy, and low performance-to-outcome expectancy D. high effort-to-performance expectancy, and high performance-to-outcome expectancy E. zero valence

A

Annika is excited about her new job. She think it will be exciting, fulfilling, rewarding, and allow her the standard of living she is looking for. She has made a(n) ________ with her new employer. A. inducement B. psychological contract C. contribution D. person-job fit E. written agreement

B

Creativity within organizations can be enhanced by: A. encouraging employees to have less risk propensity B. making it a part of the organization's culture C. training individuals to have external locus of control D. employing only those individuals form environments that nurture creativity E. setting ambiguous goals and objectives.

B

Frederic is hired as a reporter for a popular news organization. He is expected to write, edit, and proofread stories within deadlines. The organization's expectations are referred to as: A. dysfunctional behaviors B. performance behaviors C. withdrawal behaviors D. psychological behaviors E. physical behavior

B

In the Managerial Grid, the ideal manager behavior is represented by a 9,9 "team" manager, who has high concern for both: A. structure and people B. people and production C. leadership and production D. finances and operations E. resources and products

B

James gets his energy from other people, likes the big picture, and completes work before moving on to the next project. His traits illustrate the _______ dimension of Myers-Briggs framework. A. introversion B. judging C. sensing D. thinking E. feeling

B

A criticism against executive compensation in recent years is that: A. organizations are getting increasingly innovative in their incentive programs B. executive compensation is based on the performance of each and every employee in an organization C. there seems to be no relationship between organization's performance and executive's compensations D. executives are earning meager amount compared to the typical worker in an organization E. the gap between the earnings of a CEO and the earning of a typical worker is significantly less

C

A disadvantage of using compressed work schedules is that: A. some individuals develop resentment as they feel constrained by their job schedules B. it makes it difficult for employees to attend routine personal businesses. C. employees put too much effort in a single day, and tend to preform at lower levels D. employees have to work additional hours all the five days of a week E. it gives employees more personal control over the times they work.

C

According to Fiedler, the key situational factor of leadership is the ______ from the leader's point of view. A. cause of the situation B. importance of establishing formal lines of communication C. favorableness of the situation D. overall objective of the situation E. importance of an employee-centered environment

C

According to Maslow, an individual is motivated first an foremost to satisfy _______ needs. A. security B. self-actualization C. physiological D. esteem E. belongingness

C

An arrangement where an employee works a traditional schedule one week and a compressed schedule the next, getting every other Friday off is called as ________. A. job sharing B. flextime C. nine-eighty schedule D. compressed work schedule E. traditional work schedule

C

As a process, leadership can be defined as: A. the practice of empowering employees to participate in organizational decision making B. the set of characteristics attributed to individuals who are perceived to be leaders C. the use of noncoercive influence to shape an organization's goal D. the ability to asses business process performance E. the ability to adjust to and understand the changes in a workplace.

C

Bernard, a senior manager at Duepoint Inc., manipulates his subordinates to gain personal benefits by promising them false rewards. Bernard's personality trait is an example of _________. A. self-esteem B. conformity C. Machiavellianism D. authoritarianism E. risk propensity

C

In the context of the charismatic leadership theory, proposed by Robert House, charismatic leaders are likely to: A. rate low on self-confidence B. avoid influencing people C. have a firm conviction in their beliefs D. have an external locus of control E. be dependent on others

C

Mihee, the chief nurse in a hospital, sets challenging goals for her subordinates because she has confidence in her fellow nurses. Based on the path-goal theory, what kind of leader behavior is Mihee exhibiting? A. task-oriented B. employee-centered C. achievement-oriented D. relationship-oriented E. bureaucratic

C

Sam, the CEO of a company, has the power to take decisions related to resource allocations. His power is mainly derived from his position in the company. Which is best demonstrated in the given scenario? A. coercive B. reward C. legitimate D. expert E. referent

C

The more a manager uses coercive power, the more likely he is to encourage ___________. A. sympathy B. good will C. resentment D. cordiality E. tolerance

C

Christine admires her friend Paul's extraverted nature. She knows that he is always ready to meet with her and other colleagues to share ideas. Christine's knowledge about Paul portrays the _______ component of her attitude. A. affective B. stereotypical C. affirmative D. cognitive E. dissonance

D

Herman believes he needs balance between work and his personal life. He will not work on weekends and frequently asks for deadline extensions. He exhibits A Type A personality B. feeling of exhaustion C. dogmatic characteristic D. Type B personality E. cognitive dissonance

D

How did Fiedler measure leadership styles? A. by using managerial grid B. by using the initiating structure behavior C. by using the consideration behavior D. by means of questionnaire called the least-preferred coworker measure E. by means of questionnaire called the leader-member exchange measure

D

Working a full forty-hour week in fewer than the traditional five days is called _________. A. job sharing B. flexitime C. nine-eighty schedule D. compressed work schedule E. flexible work schedule

D

______ is a group based on incentive reward system where the distribution of gains is tilted heavily toward the employees. A. merit pay B. gainsharing C. piece-rate incentive plan D. Scanlon plan E. sales commission

D

______ refers to pay rewarded to employees on the basis of the relative value of their contributions to the organization, which is a performance-bases reward arrangement for individuals. A. Scanlon plan B. piece-rate incentives C. incentive pay D. merit pay E. gainsharing

D

Consequences of organizational stress include ______. A. increased work devotion B. strong sense of time urgency C. high levels of competitiveness D. higher-quality work outputs E. feelings of exhaustion

E

Elena is a sales representative. She gets paid a base salary plus a percentage of sales attained as a commission for a period of time. Her pay is an example of _______. A. merit pay plan B. Scanlon plan C. gainsharing program D. nonmonetary incentives E. incentive pay plan

E

Identify the personality trait that a creative individual would most likely posses. A. low agreeableness B. high Machiavellianism C. negative affectivity D. introversion E. openness

E

Yakov is a Type A person. He is least likely to be _________. A. stressed B. work oriented C. aggressive D. competitive E. patient

E

____ is the part of the Managerial Grid that deals with the job and task aspects of leader behavior. A. employee-centered leader behavior B. initiating structure C. task-oriented leadership behavior D. concern for people E. concern for production

E

________ represents an important method that managers can use to enhance employee motivation. A. punishment B. extinction C. absenteeism D. turnover E. empowerment

E

______ is defines as the set of forces that cause people to behave in certain ways. A. motivation B. management C. attribution D. personality E. contribution

A

______ is the ability to affect the behavior of others. A. power B. discipline C. function D. potential E. virtue

A

_______ is an intangible determinant of individual performance. A. motivation B. management C. attribution D. personality E. contribution

A

A manager tells a subordinate that he will not recommend her for promotion unless she supports his proposal in an upcoming sales meeting. Which type of political behavior is reflected in the given scenario? A. creation of an obligation B. coercion C. initiating structure D. persuasion E. assault

B

A supervisor exhibiting ________ behavior, identified by the path-goal theory, is most likely to let subordinates know what is expected of them, gives guidance and direction, and schedules work. A. participative leader B. supportive leader C. directive leader D. achievement-oriented leader E. task-oriented leader

B

The CEO at Green Inc. has established that employees at the workplace should adhere to the vertical communication system. She has established fixed work flow systems and strictly monitors the processes. The steps taken by the CEO at Green Inc. reflect the _______ behavior of leaders suggested by the Ohio State studies. A. consideration B. initiating structure C. employee-centered D. job-centered E. authoritative

B

When Amy is in a room full of strangers she becomes energized to interact with them. Which of the following personality traits does Amy portray? A. locus of control B. extraversion C. Machiavellianism D. authoritarianism E. conscientiousness

B

When a manager leaves his or her job to accept a job at another organization, the organization left behind is experiencing: A. cognitive dissonance B. turnover C. absenteeism D. stereotyping E. burnout

B

Which of the following is a defining characteristic of strategic leaders? A. they possess interpersonal attraction that inspires support and acceptance B. they understand the organization and recognize its superior alignment with the environment C. they transmit a sense of mission, stimulate learning experiences, and inspire new ways of thinking D. they understand international differences and diversity-based differences within one culture E. they encourage others by supporting them, empathizing with them, and expressing confidence in them

B

Which of the following is a group based incentive reward system? A. merit pay B. gainsharing C. piece-rate incentive plan D. annual pay raise E. sales commission

B

______ is a person's beliefs about his or her capabilities to perform a task. A. openness B. self-efficacy C. locus of control D. risk propensity E. authoritarianism

B

______ needs are at the top of Maslow's hierarchy of needs. A. security B. self-actualization C. physiological D. esteem E.belongingness

B

The creative process typically begins with a period of __________. A. cognitive dissonance B. verification C. insight D. preparation E. incubation

D

What is the basic assumption of situational approaches to leadership? A. increasing worker job satisfaction through considerate leadership will get the best results B. initiating structure for employees so they know exactly what needs to be done will be most effective C. the appropriate leader style will vary from one set of circumstances to another D. effective leaders can be identified by certain traits E. the 1,1 manager exhibits minimal concern for both production and people

C

Which of the following perspectives on motivation concerns "what" motivates people rather than "how" they are motivated? A. reinforcement B. process C. content D. equity E. expectancy

C

Which of the following reinforcement methods can be used to weaken behaviors? A. recognition B. avoidance C. extinction D. participation E. pay raises

C

______ is the style of leadership that goes beyond ordinary expectations by transmitting a sense of mission, stimulating learning experiences, and inspiring new ways of thinking. A. directive leadership B. participative leadership C. transformational leadership D. supportive leadership E. task-oriented leadership

C

_______ is a counterproductive side affect of using punishment as a reinforcement method. A. commitment B. motivation C. resentment D. participation E. empowerment

C

_________ is the extent to which a person experiences anxiety or is poised, calm, resilient, and secure. A. agreeableness B. conscientiousness C. neuroticism D. extraversion E. openness

C

A secretary who knows how to unravel bureaucratic red tape has _____ power over anyone who needs that information. A. reward B. referent C. legitimate D. expert E. coercive

D

According to Fiedler, ____ is the degree to which the group's task is well defined. A. task thread B. task stream C. task orientation D. task structure E. task parallel

D

According to Maslow's hierarchy, the need to have a safe physical and emotional environment is a(n) ______ need. A. esteem B. physiological C. psychological D. security E. social

D

Bill Lennox is a good man. He demonstrates high moral standards with every decision he takes and inspires other to follow suit. From the given information, we can say that he has ________ power. A. legitimate B. technological C. expert D. referent E. coercive

D

According to Maslow's hierarchy, _____ needs include the need that people have for respect and recognition. A. achievement B. security C. self-actualization D. belongingness E. esteem

E

According to the Managerial Grid, the _______ manager maintains adequate concern for both people and production. A. 1,1 B. 9,5 C. 5,5 D. 1,5 E. 9,9

E

An individual who experiments with new ideas and gambles on new products is said to have a(n) _______. A. external locus of control B. authoritarian outlook C. Machiavellian personality D. low self-esteem E. high risk propensity

E

As a property, leadership can be best defined as: A. the practice of empowering employees to participate in organizational decision making B. a set of belief that supports the practice of interpersonal risk taking in teams C. the ability to shape employee behavior without using force D. the ability to adjust to and understand changes in the workplace E. a set of characteristics found in people who can influence the behavior of others

E

Bullies in the workplace use sarcasm, humiliation, and fear to influence others. This is a form of ______ power. A. expert B. legitimate C. referent D. reward E. coercive

E

Identify the inducement that an organization provides to its employees. A. effort B. ability C. loyalty D. skills E. pay

E

Organizations provide adequate wages, comfortable temperatures, restrooms, ventilation, etc. as a mean to address the ____ needs of its employees. A. esteem B. belongingness C. self-actualization D. security E. physiological

E

Punishment involves the use of ____ power. A. legitimate B. reward C. referent D. expert E. coercive

E

Which of the following is a typical cause of task-demand stress? A. having to work shifts that disrupt normal sleep patterns B. having to work in an isolated cubicle C. having to balance work and family D. having to work in a dangerous environment E. having to make fast decisions with incomplete information

E