mgmt 371 exam 3 review

Melissa was the sales manager of a highly skilled group of salespeople. Melissa heard through the grapevine that two of her sales associates had just gotten into a physical scuffle in the employee's break area over a perceived threat to steal a customer. She heard there was much shouting and accusations and a little pushing and shoving but nothing to be too surprised at with the sales quota deadline approaching. Both employees were due to go to lunch in an hour and neither had apologized yet. what is the best suggestion for Melissa in this situation? A) Melissa should wait until after lunch when cooler heads may prevail to discuss the issue with the two employees B) Melissa should approach both employees separately, telling both they were right C)Melissa should put both employees in a room until they can sort out the problem D) Melissa should judge which employee is more accommodating and ask them to give in to the other.

Melissa should wait until after lunch when cooler heads may prevail to discuss the issue with the two employees

systems monitoring and helping behaviors are examples of ________ processes. A) action B) interpersonal C) transition D) cohesive

action

The creative team of a fashion house is racing against a deadline to come up with the spring collection, and the pressure is leading to frayed tempers, which is hampering the team's progress. This is an example of poor ______. A) time management B) confidence building C) group cohesion D) affect management

affect management

A leader helps complete a task, provides required resources, or removes obstacles that make task completion difficult under the influence tactic known as A) legitimate power B) collaboration C) consultation D) inspirational appeal

collaboration

the conflict resolution style that occurs most often when one party has high levels of organizational power and can use legitimate or coercive power to settle the conflict is A) compromise B) collaboration C) competing D) accommodating

competing

Brainstorming can help teams increase____. A) group think B) creative behavior C) interpersonal processing D) decision-making

creative behavior

Which three specific factors have been found to account for a team's ability to make effective decisions? A) transitive memory, transformative memory, and decision memory B) decision infirmity, staff validity, and hierarchical sensitivity C) decision redundancy, social facilitation, and transitive memory D) groupthink, social loafing, and process rotation

decision infirmity, staff validity, and hierarchical sensitivity

The type of power derived from a person's skills or knowledge on which others depend is ______ power. A) reward B) expert C) referent D) coercive

expert

to influence others using_______, leaders must have insight into the kinds of things that are important to the target. A) inspirational appeal B) rational persuasion C) legitimate power D) collaboration

inspirational appeal

motivating and confidence building, conflict management, and affect management are types of ______ processes. A) interpersonal B) mission analysis C) transition D) coordination

interpersonal

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.

leader effectiveness

There are four factors that affect the strength of a person's ability to use power to influence others. which of the following answer options is NOT one of the four factors? A) centrality B) legitimacy C) substitutability D) discretion

legitimacy

when others have a desire to identify and be associated with a person, that person possesses _____ power A) expert B) legitimate C) referent D) coercive

legitimate

The three types of organizational power are _________ power. A) expert, reward, and referent B) legitimate, expert, and referent C) legitimate, reward, and coercive D) expert, reward, and coercive

legitimate, reward, and coercive

teamwork processes have a _______ effect on team performance and a _____ effect on team commitment A) moderate positive: strong positive B) weak positive: moderate positive C) strong positive: moderate positive D) moderate positive: moderate positive

moderate positive: strong positive

_______ is the ability to influence the behavior of others and to resist unwanted influence in return A) force B) ingratiation C) centrality D) power

power

when someone has control over the resources another person wants, _____power exists A)expert B) personal C) reward D) referent

reward

________ activities refer to things team members do to obtain information about technology, competitors, or the broader marketplace. A) task coordinator B) action learning C) ambassador D) scout

scout

Members of the team were provided with all the information required to make good recommendations to the leader but failed to deliver due to their lack of insight and poor judgment. This indicates that the marketing team had low A) staff validity B) social loafing C) production blocking D) groupthink

staff validity

_______ is most critical in situations in which the complexity of the work is high or when tasks require members to combine their knowledge, skills, and efforts to solve problems A) Synergy B) Hierarchical sensitivity C) task improvement D) dynamic cohesion

synergy

organizational factors that are the most likely to increase politics are those that raise the level of______ in the environment A) strife B) participation C) uncertainty D) energy

uncertainty