MGT 305 Final

Nostra, Inc. is a company that develops video games. The company's primary vision is innovation and quick adaptation to the changing environment of the gaming industry. The CEO of the company values creativity and frequently urges her employees to think outside-the-box in order come up with the next big idea. Which of the following best describes Nostra's organizational culture? A. Adhocracy B. Clan C. Role D. Market E. Hierarchy

A. Adhocracy

Which of the following is an example of an external dimension of diversity? A. Income B. Gender C. Physical ability D. Race E. Ethnicity

A. Income

_____ is defined as a process whereby an individual influences others to achieve a common goal. A. Leadership B. Management C. Power D. Socialization E. Mentoring

A. Leadership

Which of the following is true about the garbage can model? A. Many decisions are made by oversight or by the presence of a salient opportunity. B. This process avoids guidance from political motives in making decisions. C. It proposes that decisions result from a complex interaction between streams of events that are dependent on each other. D. This model solves both important and unimportant problems. E. This model of decision making involves solving problems by producing the best possible solution.

A. Many decisions are made by oversight or by the presence of a salient opportunity.

Transformational leaders: A. can be ethical or unethical. B. rely primarily on extrinsic sources of motivation. C. influence individuals, but not groups. D. focus on rewarding and punishing people depending on their performance. E. provide followers with only the positive rewards contingent on performance.

A. can be ethical or unethical.

The best possible influence outcome is _____ because the target person's intrinsic motivation energizes good performance. A. commitment B. defiance C. compliance D. resistance E. hindrance

A. commitment

Transformational leaders transform followers by creating changes in their _____. A. goals and aspiration B. inspirational motivation C. organizational performance D. culture E. organizational commitment

A. goals and aspiration

A(n) _____ culture leads to the development of reliable internal processes, extensive measurement, and the implementation of a variety of control. A. hierarchy B. adhocracy C. power D. clan E. market

A. hierarchy

Women and minorities hired on the basis of affirmative action were found to experience _____. A. more stress B. greater job satisfaction C. greater organizational commitment D. greater career satisfaction E. more competencies

A. more stress

A core component of the empowerment process is: A. pushing decision-making authority down to progressively lower levels. B. dominating the employees in order to gain commitment and compliance from them. C. using reward and coercive power to produce commitment from the employees. D. emphasizing to the employees that compliance is superior to commitment. E. to prove to the employees that expert and referent power have a negative impact.

A. pushing decision-making authority down to progressively lower levels.

"Power in itself means nothing. I think power is the opportunity to really have an impact on your community." This statement reflects a preference for _____ power. A. socialized B. coercive C. personalized D. reward E. expert

A. socialized

Marketing firms strive to ensure that people are aware of their products because people assume that if they have heard about certain products, the products will work well. Which of the following biases are the marketing firms trying to address? A. Creativity B. Availability heuristic C. Fundamental attribution error D. Representativeness heuristic E. Inclusion heuristic

B. Availability heuristic

According to Ohio State researchers, which of the following sets are the two independent dimensions of leader behavior? A. Dominance; guidance B. Consideration; initiating structure C. Concern for people; concern for production D. Authoritarian; democratic E. Paternalism; intellectualism

B. Consideration; initiating structure

Which of the following is true for leading versus managing? A. Leaders are charged with implementing vision and strategic plan. B. Effective leadership requires effective managerial skills at some level. C. Managers inspire others, provide emotional support, and try to get employees to rally around a common goal. D. Good leaders are necessarily good managers and vice versa. E. Leaders typically perform functions associated with planning, investigating, organizing, and control.

B. Effective leadership requires effective managerial skills at some level.

Which of the following is true about transactional leadership? A. It exhibits self-sacrifice and serves as a moral agent. B. It is based on using rewards and punishment to drive motivation and performance. C. It produces significant organizational change. D. It leads to superior performance when it augments or adds to transformational leadership. E. It focuses on objectives that transcend the more immediate needs of the work group.

B. It is based on using rewards and punishment to drive motivation and performance.

Which of the following is true about an affirmative action? A. It legitimizes quotas. B. It is viewed more positively by people who are liberals and Democrats than conservatives and Republicans. C. It requires companies to hire unqualified people. D. It fosters the type of thinking that is needed to effectively manage diversity. E. It is a natural intervention aimed at giving management a chance to correct an imbalance.

B. It is viewed more positively by people who are liberals and Democrats than conservatives and Republicans.

Which of the following is considered to be a soft influence tactic? A. Exchange B. Personal appeal C. Legitimating tactics D. Pressure E. Coalition

B. Personal appeal

Adam tried to convince Ben that the sea is a saline solution by saying that sea water is salty. Which of the following influence tactics is Adam adopting? A. Personal appeal B. Rational persuasion C. Inspirational appeal D. Consultation E. Ingratiation

B. Rational persuasion

As a manager Laurel has established a new work group to tackle a particular project. She has introduced all the members to each other and the group has elected a leader. However, lately Laurel has noticed that some group members are procrastinating on their duties. Two cliques have formed within the group and they are frequently arguing with and challenging the group leader's opinions. Which of the following stages of the group development process is Laurel observing? A. Forming B. Storming C. Performing D. Norming E. Adjourning

B. Storming

Which of the following types of leaderships engenders trust, seeks to develop leadership in others, exhibits self-sacrifice and serves as a moral agent? A. Trait leadership B. Transformational leadership C. Contingency leadership D. Path-goal leadership E. Leader-member exchange leadership

B. Transformational leadership

Job satisfaction is typically highest in _____ cultures. A. market B. clan C. hierarchy D. power E. adhocracy

B. clan

Rebecca e-mails a wedding invitation to her cousin Shawn. A few days later, she gets a reply saying that he can't make it to the wedding because he will not be able to get any vacation. In the communication process, Shawn's reply is an example of _____. A. noise B. feedback C. encoding D. decoding E. jargon

B. feedback

Based on Hofstede's research, _____ reflects how loosely or closely a person is socially bonded. A. power distance B. individualism-collectivism C. masculinity-femininity D. uncertainty avoidance E. long-term versus short-term orientation

B. individualism-collectivism

One of the key sets of leader behavior, referred to as _____, involves establishing an attractive vision of the future, the use of emotional arguments, and exhibition of optimism and enthusiasm. A. idealized influence B. inspirational motivation C. individualized consideration D. intellectual stimulation E. organizational culture

B. inspirational motivation

Avoiding conflict, failing to assist employees, failing to give performance feedback, or being a hands-off leader are examples of the _____ model of leadership A. transactional B. laissez-faire C. transformational D. trait E. contingency

B. laissez-faire

The _____ influence tactic involves referring to friendship and loyalty when making a request. A. pressure B. personal appeal C. exchange D. rational persuasion E. ingratiation

B. personal appeal

_____ represents the notion that decision makers are restricted by a variety of constraints when making decisions. A. Confirmation bias B. Availability heuristics C. Bounded rationality D. Selection bias E. Representativeness heuristics

C. Bounded rationality

Which of the following is proposed by the garbage can model? A. Decision makers follow a sequential series of steps. B. Decisions are made step-by-step, beginning with a problem and ending with a solution. C. Decision making is a sloppy and haphazard process. D. Decision making is prescriptive, outlining a logical process that managers should use when making decisions. E. Decision making involves solving problems by producing the best possible solution.

C. Decision making is a sloppy and haphazard process.

Which of the following managerial implications underscores the support for transformational leadership? A. The best leaders are transactional and adopt a "wait-and-see" style. B. Transformational leaders, who are mostly unethical, select or produce obedient, dependent, and compliant followers. C. Employees at any level in an organization can be trained to be more transactional and transformational. D. Transformational leaders need to adapt to a virtual work style to reach out to a larger audience. E. Transformational leadership only affects individual-level outcomes like job satisfaction, organizational commitment, and performance.

C. Employees at any level in an organization can be trained to be more transactional and transformational.

Which of the following steps in the rational model considers ethics, feasibility, and effectiveness of various choices? A. Identifying the problem B. Generating obvious and creative alternative solutions C. Evaluating alternatives D. Implementing the chosen solution E. Evaluating the chosen solution

C. Evaluating alternatives

Which of the following is true about influence tactics? A. Commitment is more likely if one uses pressure tactics. B. Commitment is more likely if one uses coalition tactics. C. Ingratiating tactics can slightly improve one's performance appraisal evaluations. D. Commitment is more likely when the two parties have an adversarial relationship. E. Managers are very effective at influencing their subordinates.

C. Ingratiating tactics can slightly improve one's performance appraisal evaluations.

Which of the following is true about transformational leadership? A. It focuses on clarifying employees' role and task requirements. B. It provides followers with positive and negative rewards contingent on performance. C. It fosters higher levels of employee engagement, trust, commitment, and loyalty from followers. D. It encompasses the fundamental managerial activities of setting goals and monitoring progress toward goal achievement. E. It rewards and punishes people for their level of goal accomplishment.

C. It fosters higher levels of employee engagement, trust, commitment, and loyalty from followers.

Which of the following statements is true about diversity? A. It is synonymous with similarities among different groups of people. B. It synonymous with affirmative action. C. It represents the multitude of individual differences and similarities that exist among people. D. It is an issue of age, race, or gender. E. It is an issue of being Catholic, Jewish, Protestant, Muslim, or Buddhist.

C. It represents the multitude of individual differences and similarities that exist

_____ is an example of an organizational dimension of diversity. A. Marital status B. Physical appearance C. Seniority D. Sexual orientation E. Gender

C. Seniority

Which of the following is an example of an organizational function of a formal group? A. Reduce anxieties and feelings of insecurity B. Satisfy the individual's need for affiliation C. Socialize and train newcomers D. Give individuals an opportunity to test and share their perceptions of social reality E. Provide a problem-solving mechanism for interpersonal problems

C. Socialize and train newcomers

Tracy is uncertain about entering into business negotiations before she has gotten to know her associates. She feels that trust needs to be established first. Tracy is probably from a(n) _____ culture. A. high power distance B. low-context C. high-context D. individualistic E. collectivistic

C. high-context

John leads a team of 10 sales persons. He informs the team members that the first member to achieve the year's target will be sent on an all expenses paid holiday to the Grand Canyon National Park. John is demonstrating _____ power. A. referent B. legitimate C. reward D. coercive E. expert

C. reward

_____ entails translating thoughts into a code or language that can be understood by others. A. Selecting a medium B. Decoding C. Transmission D. Encoding E. The feedback loop

D. Encoding

You are a management consultant. A manager from Texaco asks you to summarize the best research evidence on the impact of French and Raven's five bases of power on job performance, job satisfaction, and turnover. Which of these would be a correct response? A. Reward power had stronger positive impacts than referent power. B. Legitimate power had stronger positive impacts than expert power. C. Referent power had a weaker positive impact than legitimate power. D. Expert and referent power had a generally positive impact. E. Coercive power had a positive impact on performance and a negative impact on satisfaction.

D. Expert and referent power had a generally positive impact.

Which of the following is a symptom of groupthink? A. Reduced group cohesiveness B. Unanimity among group members C. Effective decision making D. Inherent morality E. Unhindered self-expression

D. Inherent morality

_____ encompasses the fundamental managerial activities of setting goals, monitoring progress toward goal achievement, and rewarding and punishing people for their level of goal accomplishment. A. Transformational leadership B. Trait leadership C. In-group leadership D. Transactional leadership E. Out-group leadership

D. Transactional leadership

A sales manager who threatens to fire any salesperson who uses a company car for personal purposes is relying on _____ power. A. referent B. expert C. legitimate D. coercive E. reward

D. coercive

The highest degree of empowerment is: A. consultation. B. participation. C. subjection. D. delegation. E. domination.

D. delegation.

According to Tuckman's five-stage theory of group development, members tend to be uncertain and anxious about their roles, who is in charge and the group's goals in the _____ stage. A. storming B. norming C. adjourning D. forming E. performing

D. forming

People from high-context cultures prefer: A. to get down to business first. B. negotiations to be as efficient as possible. C. to come to agreement by specific, legalistic contract. D. to come to agreement by general trust. E. expertise and performance.

D. to come to agreement by general trust.

Based on Hofstede's research, _____ reflects the extent to which people prefer structured versus unstructured situations. A. power distance B. individualism-collectivism C. masculinity-femininity D. uncertainty avoidance E. long-term versus short-term orientation

D. uncertainty avoidance

Jim is the daytime supervisor for an automobile assembly line. He supervises forty-five workers who perform routine jobs that require minimal training. Which of the following suggests that Jim follows the transactional model of leadership? A. Jim has a certain idea about how he should behave as a leader and what he should do for his team of workers. B. Jim sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment. C. Jim's leadership skills are most effective when applied to match the characteristics of the situation at hand. D. Jim wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates. E. Jim likes to provide the guidance and support needed by employees and ties meaningful rewards to completion of objectives.

E. Jim likes to provide the guidance and support needed by employees and ties meaningful rewards to completion of objectives.

Which of the following is true about the transformational model of leadership? A. Transformational leaders tend to have personalities that are less agreeable and extraverted. B. Female transformational leaders have higher emotional intelligence than male leaders. C. Male leaders were found to use transformational leadership more than female leaders. D. Rigid and bureaucratic cultures are more likely to create environments that foster the opportunity for transformational leadership to be exhibited. E. Transformational leadership is less traitlike and more susceptible to managerial influence.

E. Transformational leadership is less traitlike and more susceptible to managerial influence.

The tendency for individual effort to decline as group size increases is referred to as _____. A. the Asch effect B. role overload C. role conflict D. groupthink E. social loafing

E. social loafing

A formal group is formed by the organization to help accomplish organizational goals. True/False

False

According to Tuckman's five-stage theory of group development, during the "norming" stage, subgroups take shape and subtle forms of rebellion occur. True/False

False

According to situational theories, there is one best leadership style that suites every situation. True/False

False

Acronyms, manner of dress, awards, myths and stories told about the organization, published lists of values, and observable rituals are all examples of espoused values of an organization. True/False

False

An adhocracy culture strives to instill cohesion through consensus and job satisfaction and commitment through employee involvement. True/False

False

Culture is primarily taught through formal teaching. True/False

False

Diversity is an issue of age, race, and gender. True/False

False

Employment laws require organizations to reasonably accommodate employees' sincerely held religious practices even if doing so would impose an undue hardship on the employer. True/False

False

Gen Xers are patriotic, loyal, disciplined, and have respect for authority. True/False

False

In low-context cultures, agreements are made by general trust. True/False

False

Initiating structure involves leader behavior associated with creating mutual respect or trust and focuses on a concern for group members' needs and desires. True/False

False

Leadership and management are two activities that are synonymous. True/False

False

Observable artifacts such as special parking places, decorations, or ceremonies are physical manifestations of an organization's culture. True/False

False

Power is generally a negative force in organizations. True/False

False

Power sharing occurs when followers are granted authority to make decisions. True/False

False

Reward, coercive, and legitimate power tend to have a strong negative impact on job performance and job satisfaction. True/False

False

Role ambiguity occurs when others have inconsistent or conflicting expectations from the focal person. True/False

False

Sexual orientation represents an external dimension of diversity. True/False

False

The garbage can model of decision making holds that decision makers follow a sequential series of steps beginning with a problem and ending with a solution. True/False

False

The nonrational model of decision making assumes that managers leave emotions out of the decision-making process and possess complete information. True/False

False

The use of heuristics increases the uncertainty inherent within the decision- making process. True/False

False

Transformational leaders engage in individualized consideration, which includes behaviors such as sacrificing for the good of the group, being a role model, and displaying high ethical standards. True/False

False

Which of the following is true about organizational values? A. Organizations subscribe to only one set of values. B. The basic underlying assumptions of organizational culture are relatively easy to change. C. Organizational change is more likely to succeed if there is a great deal of inconsistency between individual values and organizational values. D. Organizations are less likely to accomplish corporate goals when employees perceive an inconsistency between the espoused values of the organization and their own personal characteristics. E. Enacted values drive organizational culture and espoused values are irrelevant.

Organizations are less likely to accomplish corporate goals when employees perceive an inconsistency between the espoused values of the organization and their own personal characteristics.

A group is two or more freely interacting individuals who share collective norms and goals and have a common identity. True/False

True

A market culture has an external focus and values control. True/False

True

According to a reanalysis of French and Raven's five bases of power, expert and referent power generally had a positive impact on job performance and job satisfaction. True/False

True

Communication will fail if any step in the communication process is disrupted or blocked. True/False

True

Consideration involves leader behavior associated with creating mutual respect or trust and focuses on a concern for group members' needs and desires. True/False

True

Cultural intelligence is the ability to accurately interpret ambiguous cross- cultural situations. True/False

True

Culture is defined as a set of beliefs and values about what is desirable and undesirable in a community of people, and a set of formal or informal practices to support the values. True/False

True

Decision making entails identifying and choosing solutions that lead to a desired end result. True/False

True

Delegation is the process of granting decision-making authority to people at lower levels. True/False

True

Educational background respects an internal dimension of diversity. True/False

True

Employees are more likely to behave ethically when management behaves in a way that sets a good ethical example and keep its promises and commitments. True/False

True

Employees who are highly political run the risk of being called self-serving and losing their credibility. True/False

True

Exchange, coalition, and pressure tactics are examples of hard tactics. True/False

True

Mergers frequently fail due to incompatible cultures. True/False

True

Millennials are entitled, civic minded, and have close parental involvement. True/False

True

Organizational culture is based on "taken-for-granted implicit assumptions." True/False

True

Organizational politics involves intentional acts of influence to enhance or protect the self- interests of individuals or groups. True/False

True

People from collectivist cultures tend to place shared community goals above individual desires and goals. True/False

True

People from high-context cultures rely heavily on situational cues for meaning. True/False

True

Personality is the central layer of diversity and represents a stable set of characteristics responsible for a person's identity. True/False

True

Situational theories propose that leader styles should match the situation at hand. True/False

True

Social power is defined as the ability to marshal the human, informational, and material resources to get something done. True/False

True

Stereotypes potentially distort communication because their use causes people to misperceive and filter information. True/False

True

The Asch effect refers to the distortion of individual judgment by a unanimous but incorrect opposition. True/False

True

The limitations of bounded rationality result in the tendency to acquire manageable rather than optimal amounts of information. True/False

True

The location of where you grew up can influence how information is processed and interpreted. True/False

True

The representativeness heuristic reflects the tendency to assess the likelihood of an event occurring based on one's impressions about similar occurrences. True/False

True

Transactional leadership focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance. True/False

True