MGT 3200: Final Exam practice

At Pat's project team meeting, instead of achieving any progress towards completing the project, team members spent the whole time arguing about the overall approach to take and who should lead the project. This group is experiencing what stage of development? a. Storming b. Performing c. Adjourning d. Norming e. Forming

a

During this stage of group development the group develops unwritten rules to improve relationships and avoid conflict and become very cohesive. This stage is referred to as ___. a. Norming b. Storming c. Forming d. Performing e. Adjourning

a

If a manager describes his/her least preferred co-worker mainly in a negative terms, he/she obtains a ___ LPC score, which indicates a ___ leader. a. Low; task-oriented b. High; task-oriented c. High; relationship-oriented d. Low; relationship-oriented

a

In the beginning, the behavioral theory of leadership (Ohio State study) believed which combination of leadership behaviors to be best? a. High IS and High C b. Low IS and Low C c. High IS and Low C d. Low IS and High C

a

Leaders who use coercive power to gain compliance with their requests are using what type of consequence to gain compliance? a. Punishment b. Negative reinforcement c. Positive reinforcement d. All of the above e. Both A and B

a

Maslow believed a. The lowest unsatisfied need in the hierarchy motivates your behavior b. Satisfied needs can motivate your behavior c. The strength of a need is highest at the highest levels of the hierarchy d. All of the above e. Only A and B

a

Suppose that you do something the way your boss asks you to do it because you believe that your boss knows the best way to do it. What power base would your boss be relying on? a. Expert power b. Coercive power c. Reward power d. Referent power e. Legitimate power

a

The fact that groups allow us to verify our perception of our jobs, an organization's reward system, a supervisor's behavior, etc., reflects the facts that groups: a. Satisfy our reality needs b. Act as linking points c. Act as a leveling agent to keep us on an even plane d. Satisfy our social needs e. Socialize us

a

The more a manager uses coercive power the lower his/her ___ will be. a. Referent power b. Expert power c. Reward power d. Legitimate power

a

The overall research on the five power bases and their relationships to productivity revealed that this power base had no significant effect on productivity in the workplace. However, when this power base is used properly it does increase productivity. What power base is it? a. Reward power b. Referent power c. Expert power d. Legitimate power e. Coercive power

a

Which of the following applies to a Theory X individual? a. Must be manipulated or threatened to work hard b. Has a high need for achievement c. Likes work d. Works best under a leader who initiates very little structure e. Seeks responsibility

a

Which of the following does not occur as size of the work group increases? a. Fewer cliques form b. There is a tendency for less effort being put forth by each member c. There is more domination by one or more members d. Individual members participate less e. Decision-making becomes more difficult

a

Which of the following is a characteristic of a formal group? a. It has specialized roles and duties b. It may not support the organization's goals c. It develops naturally d. It helps to satisfy an employee's social needs e. It emphasizes personal and social relations

a

You are an assembly-line supervisor at a large automobile manufacturer. One of your assembly-line employees is unable to do his job and furthermore he is lazy and unwilling to put forth much effort. Which combination of leadership behaviors should you choose in leading this assembly-line worker? a. High IS and High C b. Low IS and Low C c. High IS and Low C d. Low IS and High C

a

___ is to Theory X as ___ is to Theory Y. a. Leave-alone zap management; "catch people doing it right" management b. Leadership; supervision c. Enriched jobs; specialized jobs d. In-group members; out-group members e. Democratic management; autocratic management

a

A manager who holds a Theory X view is likely to exhibit which type of leadership? a. High consideration and low initiating structure b. Low consideration and high initiating structure c. High consideration and high initiating structure d. Low consideration and low initiating structure

b

According to Herzberg's 2-Factor Theory, which of the following is a motivator? a. Excellent benefits b. Feelings of achievement on the job c. Good leadership d. Comfortable working conditions e. All of the above are motivators in Herzberg's 2-Factor Theory

b

All of the following are true concerning the leave-alone zap trap except a. The leave-alone manager fails to use rewards to motivate employees b. Good performance is punished and poor performance is ignored c. It may increase high performance initially due to the extinction spike d. It's overcome by delivering four positive consequences to every negative consequence e. It causes employees to fear and avoid the manager

b

In a ___ reinforcement schedule, a positive consequence is delivered, for example, after every 5th occurrence of a behavior. a. Variable interval b. Fixed ratio c. Fixed interval d. Variable ratio e. Continuous

b

Jeff is a professor (enriched job) at a small community college in Butte, Montana. He has excellent relationships with his department and his working conditions are quite comfortable. According to Herzberg's 2-Factor Theory, Jeff will experience ___. a. Job satisfaction and job dissatisfaction b. Job satisfaction and no job dissatisfaction c. No job satisfaction and job dissatisfaction d. No job satisfaction and no job dissatisfaction

b

Jelly-bean motivators create an atmosphere/culture that encourages the development of this type of individual? a. Equity sensitive b. Entitled c. Benevolent d. All of the above are encouraged given the jelly-bean motivators' management style

b

The more a jelly-bean motivator uses reward power the lower his/her ___ goes. a. Expert power b. Referent power c. Legitimate power d. Coercive power

b

Which of the following characteristics identified in trait theory reliably tells you who is going to be a leader? a. Social adeptness b. Behavioral flexibility c. Intelligence d. Visibility e. Height

b

Which of the following is an example of negative reinforcement? a. An individual who increases her sales by 40% is given a brand new Lexus b. An individual who files his reports on time is no longer harassed by his manager c. An individual who makes suggestions at meetings is ignored by his manager d. An individual who arrives late for the 10th time this month is fired by her boss

b

Which power base best exemplifies leadership? a. Expert power b. Referent power c. Coercive power d. Reward power e. Legitimate power

b

You and your co-worker on the assembly-line for Honda Motor Corporation making oil pans. You made 1,000 oil pans last week and was paid $2000 while your co-worker made 500 quality oil pans and was also paid $2000. This situation represents ___. You made $2 per pan, while your co-worker made $4 per pan. a. Equity and equality b. Inequity and equality c. Inequity and inequality d. Equity and inequality

b

A company has to lay off employees. The offering of outplacement services to help them find another job is one way for the company to meet the employee's ___ needs. a. Social b. Esteem c. Safety d. Self-actualization e. None of the above

c

According to the textbook, leaders who inspire followers to transcend their own self-interest for the good of the organization and are capable of having a profound and extraordinary effect on followers are ___ leaders. a. Visionary b. Transactional c. Transformational d. Democratic

c

All of the following are true concerning the jelly-bean motivation trap except a. It can cause the best performers to either "quit and stay" or "quit and leave" b. Rewards are provided to employees regardless of their performance c. It can cause the poor performers to want to work harder d. It reduces the meaningfulness of rewards e. It fosters the development of more entitleds

c

All of the following are true concerning the participation in goal-setting by the employee except a. Increases productivity b. Works well for employees who have an instrumental motivation toward work c. It's as equally effective as the autocratic tell and sell method of goal-setting in terms of improving performance d. Manager and employee jointly set the goal for the employee e. Democratic managers in high trust environments

c

If a manager treats every employee she manages fairly in reality; the entitled employee will perceive ___, the benevolent employee will perceive ___, and the equity sensitive employee will perceive ___. a. Equity; unfavorable inequity; favorable inequity b. Unfavorable inequity; equity; favorable inequity c. Unfavorable inequity; favorable inequity; equity d. Equity; equity; equity e. Favorable inequity; unfavorable inequity; equity

c

The overall research on the five power bases and their relationships to productivity revealed that this power base overall has no significant effect on productivity in the workplace. However, when it's used properly it will increase productivity. What power base is it? a. Expert power b. Referent power c. Reward power d. Legitimate power e. Coercive power

c

Transactional leaders ___. a. Pay special attention to individual needs by creating learning opportunities b. Help followers see how their jobs fit with the organization's vision c. Reward followers for good behavior and punish followers for poor behavior d. Motivate followers by providing them with meaningful and challenging work

c

When a manager goes to individual subordinates one at a time gathering facts from each other and then makes the decision alone, the manager is using the ___ method of decision-making. a. Consultative II b. Group c. Autocratic II d. Consultative I e. Autocratic

c

When a manager rewards on assumed needs the reward given to the employee could be considered by the employee as all of the following EXCEPT: a. Positive reinforcement b. Extinction c. Negative reinforcement d. Punishment

c

Which consequence does the leave-alone zap manager use most frequently in managing performance, assuming that most of the time things are going well in the work group? a. Positive consequence b. Negative consequence c. No consequence d. None of the above is used most frequently by the leave-alone zap manager

c

Which of the following factors would increase a group's cohesiveness? a. Disagreeable commands made by the group b. History of losing c. External threat to the group d. Large group size e. Little time spent together as a group

c

Which of the following is NOT true concerning equity theory? a. Individuals more readily notice unfavorable inequity than favorable equity b. When individuals are treated unfairly they can restore equity through their behavior through their perceptions c. Favorable inequity creates more problems for management than does unfavorable inequity d. We determine if we're being treated fairly or not by our employers by comparing ourselves to others in similar positions e. Perceived equity is more important than actual equity

c

Which of the following would an employee NOT do when faced with unfavorable inequity, according to equity theory research? a. Be more likely to quit his/her job b. Be more likely to take unauthorized work breaks c. Be more likely to work harder in the hopes of getting a pay raise d. Be more likely to be absent from work e. Be more likely to steal from his/her employer

c

According to substitutes for leadership theory, which of the following combinations of leadership behaviors would suggest that the leader had been substituted for the most? a. High IS and Low C b. High IS and High C c. Low IS and High C d. Low IS and Low C

d

Hygiene factors are equivalent to what needs in Maslow's hierarchy? a. Safety needs b. Physiological needs c. Social needs d. All of the above e. Only B and C

d

Out of the following group situations, which is the worst case scenario for a manger in terms of the productivity that results? a. Low cohesiveness with low productivity norm b. Low cohesiveness with high productivity norm c. High cohesiveness with high productivity norm d. High cohesiveness with low productivity norm e. Both A and D

d

People with "Machiavellian" personalities believe that any type of behavior is acceptable if it helps them achieve their goals. Add this "skill" with the ability to create strong bonds with followers and according to the textbook, you have described a leader who is a(n) ___. a. Manipulative transactional leader b. Negative transformational leader c. Charismatic ombudsmen d. Unethical charismatic leader e. Illegitimate visionary leader

d

The president of the U.S. has his teleprompter placed above eye level so he can look upward during his speeches. This is done specifically to craft an image that is more presidential ("looking forward to the future"). What theory of leadership deals directly with this phenomenon? a. Behavioral theory of leadership b. Substitutes of leadership c. Trait theory of leadership d. Implicit theory for leadership

d

This theory believes that individuals who hold specialized jobs cannot be motivated. a. Adam's Equity Theory b. Skinner's Reinforcement Theory c. Alderfer's ERG Theory d. Herzberg's 2-Factor Theory e. Maslow's Hierarchy of Needs

d

Under the leave-alone zap manager, one can expect performance to ___. a. Decrease steadily over time b. Decrease then increase c. Improve steadily over time d. Increase then decrease e. None of the above

d

When there is a mismatch between leader style and the favorableness of the situation in which leaders find themselves, what does Fielder suggest should be done? a. Change the type of rewards given to employees b. Change the leader's style c. Change the type of goals set for employees d. Change the situation e. Change either the leader's style or the situation

d

Which of the following could be considered a substitute for relationship-oriented leadership behavior (i.e. consideration)? a. A work group that is highly cohesive b. An employee who is job satisfied and a self-starter c. Technology d. All of the above e. Only A and B

d

Which of the following factors determines the feasible set in Vroom and Yetton's normative theory of leadership? a. Subordinates acceptance of the decision b. Time to make the decisions c. Quality of the decisions d. Only decision quality and subordinate acceptance e. All of the above

d

Which of the following factors would increase a group's cohesiveness? a. History of winning b. External threat to the group c. Severe initiation d. All of the above e. Only A and B

d

Which of the following is a motivator factor in Herzberg's 2-Factor Theory? a. Performing a task that is significant b. Feelings of achievement c. Greater autonomy in making decisions d. All of the above

d

Which of the following is false with respect to punishment? a. It is OK to use when the behavior being punished is unsafe b. Lead to aggression against the punisher c. Lowered self-confidence in the punishee d. It replaces the bad behavior with good behavior e. Should be typically used as a last resort

d

Which of the following is not true concerning Fielder's contingency theory of leadership? a. Task-oriented leaders perform well under very favorable or very unfavorable conditions b. Middle LPC leaders perform well in all situations c. Work group performance depends on the match between leadership style and the favorableness of the situation d. There are only effective and ineffective leaders not effective and ineffective situations e. Relationship-oriented leaders perform well under moderately favorable conditions

d

Which of the following is true concerning reciprocal theory of leadership? a. In-group members are led b. When both groups are lead the performance differences between the in-group and out-group often disappear c. Out-group members are supervised d. All of the above e. Only A and C

d

Which of the following would an employee do when faced with favorable inequity, according to equity theory research? a. Be more likely to take fewer breaks b. Be more likely to increase quantity performance c. Be more likely to work extended hours d. Be more likely to believe that he/she is better than what he/she actually is

d

Which power base best exemplifies supervision? a. Expert power b. Coercive power c. Referent power d. Legitimate power e. Reward power

d

You and your co-worker work as waiters at a local restaurant. You worked thirty hours last week and were paid $150 whereas your co-worker worked twenty hours and was also paid $150. This situation represents ___. a. Equity and inequality b. Inequity and inequality c. Equity and equality d. Inequity and equality e. None of the above

d

___ occurs when workers withhold their efforts and/or fail to perform their workload in a team. a. Group atrophy b. Deindividuation c. Self-limiting behavior d. Social loafing e. Stonewalling

d

Leaders who use coercive power to gain compliance with their requests are using what type of consequence to gain compliance? a. Punishment b. Negative reinforcement c. Positive reinforcement d. All of the above e. Both A and B

e

Vic Ferrari enjoys many good friendships with his co-workers but feels a real need to achieve great things on his job. He tries everything he can think of to get his boss to give him meaningful projects to work on, so he can get some recognition for what he does. However, his efforts are fruitless. Finally he concludes that he is wasting his time and reverts to nourishing his friendships with his co-workers. What concept from ERG theory would explain Vic's renewed interest in friendships with co-workers? a. Inequity reduction cycle b. Expectancy decline cycle c. Fulfillment progression cycle d. Apathy cycle e. Frustration regression cycle

e

When middle LPC leaders encounter a moderately favorable situation, they will engage in ___. a. Laissez-faire leadership b. Democratic leadership c. Relationship-oriented leadership d. Task-oriented leadership e. Both task-oriented and relationship-oriented leadership

e

Which is NOT an aspect of an effective goal-setting program in all situations? a. A challenging yet achievable goal b. Periodic feedback about goal-related performance c. Acceptance of the goal by the employee d. Rewards for goal attainment e. "Do your best" goals

e

Which is an aspect of an effective goal setting program in all situations? a. Acceptance of the goals by the employee b. Rewards for goal attainment c. Periodic feedback sessions d. Specific, challenging goals e. All of the above

e

Which of the following bases of power would a manager typically use in "supervising" his/her employees? a. Coercive power b. Legitimate power c. Expert power d. All of the above e. Only A and B

e

Which of the following factors determines the feasible set in Vroom and Yetton's normative theory of leadership? a. Quality of decisions b. Time to make the decision c. Subordinate acceptance of the decisions d. All of the above e. Only A and C

e

Which of the following factors should determine in-group or out-group membership in reciprocal theory of leadership? a. Likeability b. Performance c. Managerial biases d. Intelligence e. All of the above

e

Which of the following is NOT true concerning self-actualization? a. Momentary self-actualization is called a peak experience b. Few people reach self-actualization c. Self-actualization is the highest level of personal motivation according to Maslow d. Self-actualization is the need to maximize one's potential e. Self-actualization can be fully stated

e

Which of the following is an example of Initiating Structure leadership behavior? a. Providing emotional support and encouragement to subordinates b. Showing respect for the subordinates' ideas c. Showing concern for subordinates' feelings d. Listening to subordinates e. None of the above

e

Which of the following is not a valid criticism of Herzberg's 2-Factor Theory? a. Everyone isn't motivated by job enrichment b. The sample on which it's based is not representative of the entire work force c. Hygiene factors can motivate people d. The interview data suffered from the self-serving bias e. What causes individuals to be satisfied is different from what causes them to be dissatisfied

e

Which of the following is not true concerning equity theory? a. People desire fairness in the distribution of rewards at work b. When we're treated unfairly it creates tension that we are motivated to reduce or eliminate c. We determine if we're being treated fairly or not by our employers by comparing ourselves to others in similar positions d. Individuals more readily notice unfavorable inequity than favorable inequity e. If you give individuals the rewards they deserve based on their performance, then these individuals will certainly perceive fairness

e

Woody has an electrical engineering degree and has worked with automated control systems for over ten years. As a result, his co-workers tend to be influenced by his suggestions. This is an example of ___ power. a. Coercive b. Legitimate c. Referent d. Reward e. Expert

e