MGT 331 Final Exam

1) Might makes right 2) Two heads are better than one 3) Split the difference 4) Leave well enough alone 5) Kill your enemies with kindness

1) Competing 2) Collaborating 3) Compromise 4) Avoiding 5) Accommodating

1) Use this style when a quick decisive action is needed 2) Constant use of this style and the manager will end up being surrounded by "Yes Men" 3) Looking at a disagreement from each other's insights. Resolving some condition that would otherwise have them competing for resources. 4) Very time consuming, shouldn't be used for trivial matters or when deadlines are short 5) Effectively used when the manager recognizes a cooling-off period is needed 6) When it is very important for the manager to create goodwill with the other party 7) The default approach for most managers who are seeking an expedient mutually agreeable solution finding a middle ground. 8) When overused, it can make matters worse by postponing decisions or others may make decisions by default

1) Competing 2) Competing 3) Collaboration 4) Collaboration 5) Avoiding 6) Accommodating 7) Compromising 8) Avoiding

1) Offering something valuable in return for cooperation 2) Asking for a personal favor or to do something "because we're friends" 3) Appealing to aspirations, values, and ideals to gain commitment 4) Using logic and facts to persuade someone 5) Engaging help of others to persuade someone

1) Exchange 2) Personal 3) Inspirational 4) Rational Persuasion 5) Coalition tactics

1) Focusing on interests rather than positions. 2) Meeting separately with people involved with the conflict. Allowing these people to convince you of the merits of their own case.

1) Good manager behavior 2) Poor manager behavior

In the Situational Leadership Model, a manager must assess the following items about their followers, their competence and committment, and apply the correct management approach. Which of the following statements are true about how the manager should respond?

1) In the coaching quadrant, the follower has grown but still needs strong directive behavior from the manager, but also now needs to see strong supportive behavior from their manager as well. 2) If the follower shows high competence and high committment they are in the delegating quadrant and the manager should be using low directive and low supportive behavior. 3) The collaborative or supportive quadrant ( which is high in supportive behavior and low in directive behavior) should be used by the manager when the follower shows a high level of competence but a variable level of committment. 4) If the follower shows high committment but low competence, the manager should use a directing approach.

1) Works with their staff to help explain the meaning and purpose behind their role in the company 2) When personnel problems occur in their department, they work to smooth it over and get back to efficient operations. 3) Helps interpret and properly apply the company's policies and policies. 4) Spends much of their time thinking about the future of the company 5) Is focused on the department accomplishing the goals they have been assigned.

1) Leader 2) Manager 3) Manager 4) Leader 5) Manager

1) Consideration 2) Concern for Production 3) Employee-Centered Behavior 4) Initiating Structure 5) Task-Oriented 6) Supportive Behavior

1) People 2) Process 3) People 4) Process 5) Process 6) People

Which actions should Jimmy take if he wants to follow as closely to Herzberg's theories? A) Bob's been with firm nearly as long as Fred was manager. Pay is little above average. Bob isn't unhappy but said "wouldn't turn down raise". Fred kept job defined and rarely acknowledged him. Jimmy will provide Bob with more responsibility and autonomy going forward. Can't afford to increase pay, believes that should increase satisfaction. B) John is new employee. Excited, just graduated and never had a full-time job. Tells Jimmy that likes job and "everything is fine" right now. Jimmy looked and sees that making 75% of most others. Jimmy reluctant to increase salary to "keep a lid on expenses". Jimmy going to lay out career plan for John with clearly labeled milestones, seminars the firm will pay, and promise for a promotion if John achieves these in next 2 years. Believes will keep John happy until can address pay la

A,B

Match these names of important figures in management with the theory or process they are best known for. A) F.W. Taylor B) B.F. Skinner C) Frederick Herzberg D) John Stacy Adams E) Abraham Maslow F) Henri Fayol G) Mary Parker Follet H) Douglas McGregor

A) F.W. Taylor - Scientific Management B) B.F. Skinner - Operant Conditioning Theory C) Frederick Herzberg - Two- Factor Theory of Motivation D) John Stacy Adams - Equity Theory E) Abraham Maslow - Hierarchy of Needs F) Henri Fayol - 14 Principles of Management G) Mary Parker Follet - Behavioral Management H) Douglas McGregor - Theory X & Theory Y

The Hofstede Model of National Culture, as presented in class, has 6 dimensions. Which of the following are NOT a dimension considered in his model? A) Verbal Communications B) Profit Motivation C) Power Distance D) Individualism E) Indulgence F) Uncertainty Avoidance

A) Verbal Communications B) Profit Motivation

In the video we watched, "How To Deal with Different Conflict Styles," the woman gave managers good ways to deal with the various conflict styles they will encounter. Which of the following are true statements she gave during the video?

A) You can't force the avoiding people to tell you what is bothering them, but you can create a safe environment and ask them what they are thinking. Explain their opinion matters and you want to know it. C) You can't force the avoiding people to tell you what is bothering them, but you can create a safe environment and ask them what they are thinking. Explain their opinion matters and you want to know it. D) Managers must be careful with people who overuse the accomodating style constantly. It will surprise the manager that one day the over-accomodating person will either blow-up or drop out of sight. F) People who are trying to use collaboration might need to be reminded that you as the manager have a time-constraint by when the decision must be made. You might need to drop to compromise if a deadline is looming.

During lecture we discussed three things that Professor Hillman wanted you to know about conflict. What were those three things? A) Conflict is not fighting, when properly managed, it can be quite productive. B) As managers, we have choices in how we deal with conflict in our department. C) Conflict is always occurring in the workplace. We need to know how to manage it. D) As a manager, it is important that we keep things smooth and orderly. Conflict will "rock the boat" and should always be minimized.

A,B,C

During lecture, Prof Hillman explained Tuckman's model of Team Development. Match the stage with the description. Forming Storming Norming Performing Adjourning

Forming - Team members get to know each other. They discuss why the team exists. Storming - Team members experience conflict because some members do not wish to submit to demands of other team members, role conflict, lack of agreed upon goals. Norming - Close ties and consensus begin to develop between team members. Team members agree on "rules" of the team behavior. Performing - The group begins to do its work. They fully understand and agree upon why they exist, how they go about their work and what it is they are supposed to do. Adjourning - Temporary or permanent change in membership.

Managers get paid to manage and improve the performance of their staff. Which three are true about manager's ability to improve performance? A) If motivation is deficient, the good manager is faced with difficult task of trying to figure out what will motivate employee. Because can be different for everyone, the manager must work with the employee to determine what motivates the person and then structure the task to utilize that motivation. B) If someone lacks the ability to do the job, normally we can send them to training to acquire the skills. Getting training, while sometimes costly, can typically be effective for most employees. C) Providing great environment (E) with training increases ability (A) will always motivate (M) employee D) Managers know money is always a motivator, but they also have to contain costs. E) Of the formula, P = M + A + E, "M" or the motivation component is the most difficult to manage.

A, B, E

During the Harvard Business Review video in class, the two experts explained that there were three types of political networks successful managers must develop. One was an Operational Network, what were the other two? A) Developmental Network B) Strategic Network C) Departmental Network D) Organizational Network E) Political Network

A,B

You were exposed to a new theory of leadership, called Situational Leadership. The basic premise of the theory is that no one leadership style fits all circumstances or followers. Using the "Sit-Lead" model, which of the following scenarios are correct in its application?

You have a new employee fresh out of college starting in your department next week. As their manager, you know that their commitment level will be high but their competency will be low. According to the Situational Leadership model, as a leader, you don't need to show them much supportive behavior, but you should use mostly directive behavior. As a result, you are very explicit in your directions, leaving no room for interpretation, guiding them to the proper steps to complete their assigned task.

You were exposed to a new theory of leadership, called Situational Leadership. The basic premise of the theory is that no one leadership style fits all circumstances or followers. Using the "Sit-Lead" model, which of the following scenarios are correct in its application?

You've delegated a new customer to one of your best salespeople. They told you they are ready to lead and you want to believe them. They launched into the new relationship with gusto, initially showing high levels of competence and commitment. However, after a few months, they start doubting their abilities because of some problems at the customer. They lost some projects and are starting to wonder if being the lead for this customer is the right thing for them. You diagnose the situation and move them back from the delegating quadrant to the support quadrant. You don't tell them what to do (they have high competence) but you give them lots of support and encouragement (because they are showing variable commitment)

When managers and employees collaborate to set the goals the employee is expected to achieve, it is often referred to as MBO. What does MBO stand for?

Management by Objective

The TED talk you were asked to watch on Simon Sinek talking about why leaders make you feel safe, had a number of important points about leaership. Which of the following were points Sinek tried to make? Select only those that are in alignment with the main theme of the talk and mentioned in his speech.

1) There are people who are at the tops of organizations, and we do what they demand because they have the authority [legitimate power], but they are not leaders. There are others who have no rank or authority, but they are absolutely leaders because they look out for the people next to them, and people gladly follow them [referent power]. 2) It is the leader who sets the tone inside the organization. When the leader makes the choice to sacrifice themselves, or their comforts, or their tangibles, so that their people can feel safe, remarkable things happen [inside the organization]. 3) Leaders have no control over conditions outside the organization, the only place where they control is inside the organization, and that is where leadership matters.

The savvy manager knows in order to keep their employees motivated, they may need to "flex" on some of the traditional work arrangements. Which of the following are suggested in the textbook as ways managers might enhance their staff's motivation and performance?

1) When the cost of transitioning between one employee and another is quite costly, like starting and stopping employees on an offshore drilling platform, a company might use an extended work schedule. The employee might work 12 hours per day for a month, and then have several weeks off in free time, until they return to the job. 2) Couples who have young children to get ready for school appreciate managers who allow flexible work schedule. Flex time environments require an employee to be in their office or at their desk during core time, but they can decide where and when to work during flex time. This allows one parent to get the kids on the bus, and the other parent to be home at the end of the day, while still completing a full work schedule for both parents. 3) Traditionally work has been from 8:00 a.m. to 5:00 p.m. in the USA. Some companies allow an employee to use a compressed work schedule, which might be four 10 hour days with three days off. This is an example of a variable work schedule.

You were exposed to a new theory of leadership, called Situational Leadership. The basic premise of the theory is that no one leadership style fits all circumstances or followers. Using the "Sit-Lead" model, which of the following scenarios are correct in its application?

1) Your 2nd shift supervisor has been with you for 6 months. They've learned the "ropes" but still have some more to learn but are well on their way. They just encountered their first really difficult problem supervising an insubordinate 2nd shift hourly worker. They are starting to doubt if being a supervisor is right for them. The Sit-lead model says as their boss you should show both strong supportive behavior as well as being very direct on what do to with this 2nd shift employee. This is called the Coaching quadrant. You use this quadrant because your supervisor has improved their competence since they started, but his commitment to the company has dropped and he is beginning to wonder if this is the right place for him to work.

At the end of his TEDx talk, Ian Fuhr says: A) "serve the people who serve the people" B) "be nice to everyone and rewards will flow to you" C) "be authentic and real to all your employees" D) "servant leadership is an attitude, not a set of rules"

A

During the TED talk, Simon Sinek talks about what makes leaders great. He used several stories about leadership, and what he sees as the most important aspect of being a great leader. What was his main point in this video? A) Leaders who have earned a high level of trust with their staff are able to do remarkable things. These leaders have established a "circle of safety" by putting the safety of the people they lead before themselves. B) Leaders are expected to enforce the rules of the organization. Sinek's example of the gate agent ensuring people boarded in an orderly fashion is an example of her leader's high-expectations of adherence to rule-following. C) Sinek says leaders should set up ways for their staff to trade vacation days between themselves when layoffs have to happen. Layoffs are unavoidable, but a good leader tries to soften the impact of people losing their jobs. D) Leaders are like parents, says Sin

A

From the video that Professor Hillman showed about Path-Goal Theory of Leadership, what did we learn? A) For the Path-Goal theory to function properly, Vroom's Expectancy Theory of motivation must also be functioning. B) The Least Preferred Coworker (LPC) Theory of Leadership is exactly the same as the Path-Goal Theory of Leadership. C) Simon Sinek explained how the Path-Goal theory was what he was referencing when he came up with the Golden Circle and "Start with Why?" D) Mary Parker Follet was the originator of the Path-Goal Theory. She employed it at the Hawthorne Plant back in the 1930's.

A

In class, Professor Hillman showed a slide showing the relationship between the three components of Expectancy Theory. He explained that when working with expectancy theory, a person's perceptions about the extent to how well they perform at work will lead to a promotion or raise, is called A) Instrumentality B) Effort C) Valence D) Expectancy

A

The Leader-Member Exchange (LMX) Model described in your book, states what? A) Leaders form unique independent relationships with their subordinates and naturally treat some as the "in-group" and some as the "out-group" B) A leader needs to reach out more to their out-group and give them special attention and provide more detail, while they can generally ignore the higher performers in their in--group. C) All of the staff of a leader are members of their department and therefore members of the in-group. D) If the leader is not charismatic or personable, it is quite possible that no one is part of the in-group, and everyone is in the out-group, and for many leaders, this is just fine.

A

There are five types of diversity listed in the textbook. Which of the following does the book say can have stronger effects on group and organizational performance than the other types of diversity listed? A) Deep-level B) Separation C) Disparity D) Variety E) Surface-level

A

There are four basic managerial functions for every manager. Which of these is NOT one of those functions? A) Personnel B) Leading C) Organizing D) Planning E) Controlling

A

Theory X and Theory Y is a management concept developed by Douglas McGregor. Which three of these items are TRUE about McGregor and Theory X & Y? A) Hewlett Packard was founded on the practice of Theory Y, which became incorporated as the "HP Way". It is applied at Google, Apple, 3M, and of course HP as their primary management style. B) Theory X managers assume employees are inherently lazy and unproductive and dislike their work. Managers should create strict work rules to control the behavior of their employees. C) Theory Y managers assume employees will inherently work in the best interest of the company. Managers must create a work setting the allows employees to be self-directed and decentralizes authority. D) Theory X & Y, popular after WWII was essentially debunked as myth in the 1990's and is rarely used anymore.

A,B,C

Which of the following statements are true as it relates to being a manager or a leader? A) A manager is concerned about properly applying policies and procedures. B) A leader inspires and motivates others C) The manager's time perspective is the present, the here and now while the leader is focused on the future. D) A manager seeks innovation over stability E) A leader helps to keep the organization running smoothly and efficiently.

A,B,C

Which of these activities should be avoided? A) An employee comes to you complaining about not feeling safe walking to the parking lot after work. You tell them not to worry about it, no one ever has been hurt after dark. B) Crossing your arms and frowning when a staff person approaches you with a concern. C) When you disagree with one of your staff and they continue to repeat their concerns, raising your voice.. D) Two employees come to you with differing points of view on how to solve a problem. Explain to them you want to take the time to understand both perspectives, with both of them in the room, to reach a "win-win" solution. E) When there is LGBTQ issues, you direct both of them to return to their separate cubicles. You then bring them into your office one at a time and encourage them to make their strongest case against the other. You listen to both independently and return with your written decision.

A,B,C,E

Which of the following would he classify as being a SME? A) If you were a marketing graduate, get as deep into search engine optimazation (SEO) as you can. B) Supply chain majors should get as deep technically into the ERP system of their new employer, like SAP, as they can to answer questions others in the company might have about how the ERP operates. C) It is important for new employees to become familiar with all areas of the business, regardless of how remote or disparate those area are. D) Finance people who start their career in jobs using Excel extensively should crack the book on how to create macro's and utilize internal advanced financing functions. They should look for opportunities to optimize existing widely used departmental Excel sheets. E) Entry level management people should read and become familiar with a broad and varied array of motivational theories.

A,B,D

Which three of the following five reasons is why diversity in a company makes business sense A) McKinsey and Company say that if a company is diverse, it has a 35% greater likelihood of outperforming its competitors than if it isn't diverse. B) Diversity allows for a variety of points of view and approaches to problems and opportunities can improve managerial decision making. C) Diversity has been proven to increase the profit margin for every company, even a little diversity provides some improvement to the bottom line. McKinsey study says that gender-diverse companies make 15% more profit than non-gender diverse companies. D) Diversity can increase the recruitment and retention of valued organizational members. E) Diversity is required by law in every state and every city, regardless of company size, so the financial impact on a business is secondary.

A,B,D

Managers look to see if their staff has a fit. The textbook talks about four different types of fit for the employee. Which of these is the type of fit discussed in the book? A) Person-Vocation Fit B) Person-Job Fit C) Person-Colleague Fit D) Person-Organization Fit E) Person-Supervisor Fit F) Person-Group Fit

A,B,D,F

According to Herzberg's motivator-hygiene theory, for a worker to like their job and be motivated to do well, not only does the job need motivators, but there are certain hygiene issues that must be addressed. If these hygiene issues are not corrected, no amount of motivators will make the worker happy in their position. Of all the issues listed below, which four are hygiene issues according to Herzberg? A) The amount they are paid, their salary or hourly wage. B) A high sense of accomplishment and achievement in their work. C) Job security. D) The relationship they have with their co-workers. E) Pleasant and comfortable working conditions. F) Having increase responsibility in their position.

A,C,D,E

During a lecture, Professor Hillman emphasized several skills a manager must be aware of when trying to influence others. What were the items he recommended they consider? A) Use rational thinking and logical arguments to develop a compelling position to persuade them. B) Make sure they know at the end of the day, that you have control of their future in your hands. C) Connect with people emotionally when it makes sense to do so, but don't overuse this and don't make it too personal D) Ensure you know that it is paramount that everyone in your department agrees with the final decision, so let them know you will be polling every member and adjusting for their opinion. E) Work with them to establish credibility as their manager, earn their trust F) Don't start using pressure as a hard sell to your staff

A,C,E,F

Which three of these are the most effective? A) Gather your team together to discuss the pros and cons of the approach. Soliciting their advice to solve the problem. B) Make sure the person knows that there are rules to follow which support your approach. Present them some official documents which make your approach the most legitimate. C) Explain how your approach will support the values and ideals of the organization to gain commitment. Using an inspirational appeal. D) Doing a "give to get" exchange to gain commitment. E) Reminding the person that you are friends outside of work. Using a personal appeal. F) Go around the company to engage others to persuade people in your own department. Coalition tactics. G) Giving your staff the logic and facts behind your decision. We call this rational persuasion.

A,C,G

During lecture, Professor Hillman talked about how new employees can acquire power. He said they should become a SME. What does that mean? A) SME = Subject Manager Expert B) SME = Subject Matter Expert C) SME = Sub-Material Experience D) SME = Subject Marketing Expert

B

Which three of the following statements are true about Expectancy Theory? A) Motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes. B) If an employee has very low instrumentality but very high valence, managers can still use the theory, particularly in the long run. C) It was created by Fredrick Taylor in the late 1800's D) Expectancy theory is about what managers expect of their staff. If they expect them to work hard, they will. If managers aren't strong enough to share their expectations, they shouldn't use expectancy theory. E) Effort leads to performance which leads to outcomes, the essence of the theory F) For the theory to work well, all three of the items (expectancy, instrumentality, and valence) must be high.

A,E,F

You have two employees working on the production line that are shouting obscenities at each other. From what you can gather, they met up together after a softball game last night after work, and one man started paying too much attention to the other man's wife. They are cursing and throwing things on the floor and disrupting all the other workers in the area. Which conflict style should you use to respond to this situation?

Avoiding

Your assistant managers (you have 3 of them) come to you frustrated that the changes they have all agreed to several weeks ago have not yet been approved by you. You are concerned about the changes they recommend because it will force you to talk to the president of the company and beg for a large increase in the training budget for your department. You are pretty certain the president is going to deny your request and then question why you would even bring such an idea to him. Your assistant managers know this and are wiling to help you prepare a strong argument to present to the president. You are well aware of the pros and cons of each conflict style, which conflict style must you not use in this situation?

Avoiding

According to the Ian Fuhr TEDx talk, the most important person in your business is: A) the owner, who has put the most at risk and deserves the biggest reward. B) the person serving the customer, your employee C) the customer, without their money and choice to use your business, everything would stop D) the boss who is a servant leader, who must lead by example.

B

Daniel Pink talks about working at a job you love versus a job you hate. When you feel like your work doesn't matter and you are not making an impact in the job, Pink would say what? A) You are in job you hate because it isn't allowing you to improve your skills which is what Pink says we want, mastery. B) That you are in a job you hate because it isn't addressing one of his three core motivators, which in this case is purpose. C) Pink would say the candle experiment, while a good use of determining what motivates people using incentives, isn't working when it comes to doing something without a purpose. D) The job you love and the job you hate aren't separated by very much. Simply get autonomy, mastery and you will find purpose in your job.

B

Ian Fuhr has run all the onboarding programs for new employees at each of his companies. He thinks it is very important to ask this question of his new employees: A) What do you want to do with your life? This is an existential question that we must all answer someday. B) What is the purpose of work? People answer it is to make money. He says they are wrong, the purpose of work is to serve others. C) Why are you here? People explain they need to feed their families and he reminds them how important families are when applying servant leadership principles. D) Why did you decide to join us? People give a variety of answers and it allows him to get to know want motivates them.

B

Ian Fuhr says that Servant Leaders don't motivate people. He says that Servant Leaders: A) don't put themselves up on a pedestal before their employees B) create a working environment that is conducive to people motivating themselves C) lead others by showing how to properly serve the customer D) motivate others by doing good work themselves

B

In Ian's Fuhr's TEDx Talk on Servant Leadership, what does he say is the purpose of work? A) to make money B) to serve others C) to finance your needs D) to serve your customer

B

In class we did a deep dive into the Hofstede Index. Which one of the following statements is correct? A) Hofstede's work for IBM was to tell them which cultures were better to do business in and where to focus their corporate efforts. B) Cultures that have a high tolerance for power distance are more comfortable with large gaps in wealth, accepting that socioeconomic disparities persist. C) When a culture is low on the individualism scale, they value a high level of self-expression and individual achievements. D) Cultures having a high uncertainty avoidance value diversity, tolerate differences in people and their views, and encourage risk-taking.

B

In class, Professor Hillman frequently repeated this phrase. Please complete it: "Personality traits that enhance managerial effectiveness in one situation.... A) are what separate poor managers from good managers. B) may actually impair it in another (any strength overused becomes a weakness) C) are good to call out and use when appropriate D) need to be identified so that the manager can work on those traits where they aren't effective.

B

Professor Hillman pointed out two personality tests that you are likely to take when you enter business. One was the Myers-Briggs Type Indicator (MBTI), the other was: A) MTXE B) DISC C) CISD D) DACE

B

There are three ways Managers have to convey information to their staff. A well-trained manager will know how to balance the use of these three methods to be most effective in delivering the messages they want their staff to have. What are these types and what percentage of the total message do they deliver when a manager is able to have a one-on-one, face-to-face meeting with a staff person? A) Words 38%, Vocal Intonation 7%, body language 55% B) Non-verbal 55%, vocal intonation 38%, words 7% C) Vocal intonation 55%, words 38%, body language 7% D) Facial 10%, Intention 35%, Volume 30%, Attitude 25% E) Volume 10%, Intention 35%, Attitude 30%, Facial 25%

B

Which of these following statements is FALSE as it relates to the Hawthorne Studies? A) Researchers found that simply because they were engaging the workers in conversation about their work, showing them value and respect by asking them questions, workers responded with increased production. B) Researchers at Hawthorne, who were following the work of Adam Smith, found that paying the workers more for higher production levels, significantly improved the output of those workers. C) Production increased up to the point that the level of illumination was virtually moonlight D) Mary Parker Follett is sometimes referred to as the "Mother" of management thought. E) The researchers found out that whether they raised or lowered the lighting, production continued to increase. F) The study got its name from the work from 1924 - 1932 at the Hawthorne Works at Western Electric Company.

B

This theory of motivation focuses on people's perceptions of the fairness of their work outcomes, particularly as when it is compared to their inputs and the inputs of others. What is this theory called? A) Alderfer's ERF Theory B) Equity Theory C) Herzberg's Motivational Theory D) McClelland's Needs for Achievement, Affiliation and Power

B) Equity Theory

Which 4 statements are true? A) Theory X & Y were discredited in 2000's and rarely used. B) Theory Y is set of positive assumptions about workers that leads conclusion that manager's task is to create work setting that encourages commitment to organizational goals and provides opportunities for workers to be imaginative and exercise initiative, self-direction. C) Theory X is set of negative assumptions about workers that leads to conclusion that manager's task is to supervise workers closely and control behavior D) Generally, would be easier to work for manager who follows Theory Y than X E) Doug McGregor worked for Hewlett Packard and then Apple where came up theories. F) Theory X tells managers decentralize authority and make sure resources to achieve organizational goals. G) Theory Y says should create work environment provides employees opportunity to show initiative and self-direction.

B, C, D, G

Which are true about group size? A) Smart managers know to place a strong member with no more than three members in group. Ratio of 1/3 should be maintained whenever deciding group size. B) Large groups may allow some members to be more comfortable with absenteeism or may stop trying to make meaningful contributions. C) When placed into a larger group, some members might participate in social loafing, an attitude where they wouldn't put as much effort as they would if they were working alone. D) Groups of greater than one dozen should always be avoided as is too many people to manage, control and communicate with and be effective. E) The larger the group, the more formal the communications will be required. Very large groups require meeting minutes, agendas, and frequent status communications. F) A group with many members has more resources available and might be able to complete a large number of independent tasks.

B, C, E, F

Which of these is NOT part of the Interpersonal conflict management styles? A) Accommodating B) Comforting C) Challenging D) Competing E) Avoiding

B,C

What are those listed below are true? A) Because bonuses are one time events, they are not considered salary and therefore do not fall under the same tax rates as salaries. Employees appreciate less of their money being taxed away. B) Salary increases often include cost-of-living adjustments and/or market adjustments. Including performance increase as part of this confuses the message as to why the increase was provided. C) The level of salaries is dictated more by market conditions and competition for labor, factors outside the control of the employee, and much less on the performance of the individual. D) Salaries are rarely adjusted down and can cause significant employee morale issues when they are. Salaries tend to be stable over time so using one-time bonuses are easier to move higher or lower to reward top performance without negatively impacting morale.

B,C,D

In the Ken Blanchard Video, what are the things he said make up a compelling vision? A) What do you do to please your customer? B) What are your values? C) What is your picture of the future? D) How do you move your people into leaders? E) What is your purpose?

B,C,E

As a leader, if we identify one employee in the delegating quadrant of the situational leadership model,and another employee in the coaching quadrant of the model, what can we say about that situation? A) Employees who are in the coaching quadrant need more support but less direction than the employee in the delegating quadrant. B) Employees in the coaching quadrant are less committed than an employee in the delegating quadrant. C) Employees in the delegating quadrant are more confident but less competent than employees in the coaching quadrant. D) The employee in the delegating quadrant is more competent in completing their work than the employee in the coaching quadrant.

B,D

In class, Professor Hillman discussed four ways to help reduce the likelihood of social loafing, of the following, which two did he mention in class? A) Don't meet anymore often than necessary B) Demand Accountability C) Ensure that everyone has a copy of the company policy on good teaming behavior D) Make each persons contribution identifiable

B,D

Locus of Control is a key attribute that managers look for in their staff. Which of the following statements are true about locus of control? A) The locus of control is either inside or outside the organization and each individual inside the company must determine this for themselves. B) Someone with an internal locus of control believes that they, themselves, are the primary reason they succeed or fail in business. C) Someone who relies on good luck and fate to help them succeed in business is said to have an internal locus of control D) A person who believes fate, luck, chance , or other people's behavior determines what happens to them is said to have an external locus of control. E) Control is either internal, external, or neutral. The locus of control is the place a supervisor places the control within the department, either internally to the department, outside the department, or nowhere at all.

B,D

Emotional Intelligence (EI) is one of the most important skills a manager can develop. Which of the following statements are true about EI? A) Emotional Intelligence is scored like Intelligent Quotient or IQ. 100 is average , 80 is below average and someone with an EI score of 130 or above is considered an emotional genius. B) Someone is born with a certain level of emotional intelligence, and it cannot change over the course of your life. C) EI is defined as the capacity recognizing one's own feelings, and those of others, for motivating ourselves, and managing emotions in ourselves and in our relationships. D) Daniel Goleman defines 5 components of emotional intelligence, self-awareness, self-regulation, motivation, empathy, and social skills.

C, D

During lecture, Professor Hillman showed a slide explaining the differences between Accessibility, Diversity, and Inclusion. Complete the phrase discussed in class: "Accessibility is being able to get in the building. Diversity is getting invited to the table. Inclusion is having a voice at the table. Belonging is....." A) feeling a part of the whole B) knowing you belong to each other C) having your voice heard at the table D) listening intently to others at the table

C

Henri Fayol is an important person in the history of management, what is he most famous for? A) He was the President of France from 1916to 1924and introduced mass production to the world . B) He was a professor at the famous Paris University where he developed his Principles of Human Management and Motivation. C) As CEO of FourChambault Mining, he developed 14 principles of management that are the bedrock upon which much of management is built today. D) He was a Physician that identified key parts of the human brain that needed to be addressed when dealing with employee behavior.

C

Watching the Simon Sinek video, "Why Great Leaders make you feel safe." Which of the following is one of those phrases? A) Leadership is a trait that people can be tested for and selected because of it. The military has extensive tests, both written, oral, and behavioral tests to see who is best suited for leadership positions. B) Leaders often need to use utilitarian principles to sacrifice one or more of their people so that the rest of the team can gain. It often isn't pretty, but that is what leaders are expected to do. C) In the military, they give medals to those who are willing to sacrifice themselves so others may gain, in business we give bonuses to people who are willing to sacrifice others, so that we may gain. D) Leaders in the military know that leadership is lonely, and as a result, leaders should never go out of their way to be liked by their people.

C

Daniel Pink offered a theory of motivation in the early 2000's that borrows from several other prior theorists. He indicated that while direct extrinsic rewards will still work for some 20th century tasks, in order to motivate for creativity and innovative thinking, managers should use these items exclusively. A) Improvement - People want to continually increase their skills. B) Self-Determination - People need to feel they are directing themselves to a worthy goal. C) Autonomy - People need to feel in control of their job. D) Mastery - People need to feel like they are using their full potential. E) Purpose - People need to feel like their work matters and makes an impact. F) Direction - People need to know that their work is going somewhere important

C) Autonomy D) Mastery E) Purpose

In the video from Daniel Pink describes a study done by four economists using MIT students. Which of the following statements are true about what the economists learned from this study with MIT students? A) The test using MIT students was transferred over to the Great Britan. B) Daniel Pink is basing his findings on years and years worth of experiments first conducted by Fredrick Taylor and later by Henri Fayol. C) If the game or task required even a basic or rudimentary thinking (cognitive) skill, larger bonuses and rewards led to poorer performance. D) In India where the experiment was replicated, the people offered medium and low rewards performed about the same, but those given the highest rewards had the lowest performance. E) As long as the task required only motor skills,bonuses worked as expected. The higher the bonus the greater the performance. F) MIT was never involved and not mentioned in the video.

C,D,E

Kenneth W. Thomas and Ralph H. Kilmann developed a conflict resolution assessment in the early 1970's. Which of the following are named as part of the model? A) Complimentary B) Collectivized C) Accommodation D) Competing E) Avoiding F) Accompany

C,D,E

Google completed Project Aristotle in 2012 and found out that who was on a team was less important to its success than how the team members treated each other. The project identified 5 elements of team success, with the most important one being psychological safety. The video went on to explain psychological safety. Which of the following are part of psychological safety as defined by Project Aristotle? A) Eliminate Cliques B) Absolute Anonymity C) Conversational Turn-Taking. Each member is encouraged and expected to talk equal amounts of time when the team comes together. No one person dominates and no one is silent. D) Transparent Feelings E) Ostentatious Listening. - Being fully present when another team member talks, nodding your head, reflecting back what they said.

C,E

According to the video, if you have an employee whose readiness dictates that they need a great deal of both one-way, and two-way communication, then you can assume they are in the _________ quadrant.

Coaching

You are in a company meeting with the managers of several other departments including marketing, technology, and accounting. Each department has big plans for the coming year and has plans for the small increase the president has announced in hiring. You want to add 3-4 people to your department but so do each of the other departments. The president says you probably only have money to hire 5 people in total and this will be the final hiring for the next 2 years as next year, budgets will be diverted to expanding the facility and not to hiring. You know your new hires will increase revenue and perhaps improve the budget the president has next year while the other departments plans add more cost without impacting revenue. Which conflict style is best to use in this situation?

Collaborating

The situational leadership video points out it is imperative for a leader to assess the readiness of their staff. What are the elements the leader must measure?

Commitment and Competence

There is an accident in the back of the factory and you are called to the scene. Several people are standing around looking at the person who was just hurt by some falling equipment and it looks like their hand and arm might be broken. There is extremely poor cell phone coverage in this remote area of the factory and so they can't call 911 to get an ambulance. Someone has to drive this person to the emergency room ASAP. What style do you use to decide who should drive him?

Competing

You are struggling with the manager of the 3rd shift about how to use the joint meeting room / lunch room during shift change. There are no other rooms for people to meet and the 3rd shift manager wants to use it to collect his people to discuss production goals for his shift, but your people need a place to unwind at the end of their shift and talk to you about issues they had during their work. This is happening and causing a real problem in the short run, but will be addressed when they expand the factory in a few months. What is the best conflict style to use in this situation?

Compromising

During a lecture, Professor Hillman shared the 5 sources of managerial power he wanted you to remember. Which of these is NOT one of those powers? A) Expert B) Reward C) Referent D) Authorized E) Coercive

D

During a meeting you notice someone texting their friend and someone else using their computer to check a news feed while your boss is delivering instructions for this months marketing campaign. Unofficially Professor Hillman calls this "backgrounding" and it is considered rude and unprofessional, but in a technical sense, it is considered what in the communication process? A) Message - The message being delivered by the manager is being enhanced with information from outside resources. B) Channel - Texting and using your computer are just different ways to deliver the message. In this case, the manager should use alternative channels. C) Feedback - The staff are providing the manager feedback on the message they are receiving. D) Noise - Noise can block or distort messages. Managers should try to eliminate any noise in the environment before they deliver a message.

D

Ian Fuhr shares a key phrase at the beginning of his video that helps set the stage for his view on Servant Leadership. What is that phrase? A) "Healthy rewards are possible if you profitability service people" B) "Reward comes from profit and People's service to others" C) "Profit from people and rewards resulting from service" D) "Service before reward and People before profit"

D

In the eyes of the followers, leaders appear to be either transactional or transformational. Which of the following statement is true? A) Transactional leaders are focused on the transactions involved in creating great changes to the company. B) Every department needs both a transformational leader and a transactional leader to be effective, and they shouldn't really be the same person. C) Transformational leaders are often overrated blow-hards who are egotistical narcissists who think they, and they alone can bring substantial change to the company they are hired to lead. D) As described in other chapters, transactional leaders are more closely aligned with the "manager" function of keeping things running smoothly and hitting deadlines, while transformational leaders aligned with being a "leader" with a vision for the future.

D

In the video by Daniel Pink discussing his Theory of Motivation, he introduces the "Candle Problem". What is the candle problem and what is the issue that it points out? A) The candle problem is a classical behavior analysis test that shows it is a problem with the way people try to solve problems. B) Developed in the 1800's, the candle problem is one of how to heat a room using only a candle. C) The candle problem isn't really a problem at all. What Pink refers to in the video is how the candle is a metaphor for motivation. D) We have a problem when we see the box that we need to overcome. This problem is called "functional fixedness". We believe the box can only have one purpose which is to hold the tacks, but when creativity is applied, it can also be used to hold the candle to the wall.

D

The "Why" that Martin Luther King understood and was trying to explain during the 60's and the civil rights movement was this: A) The only way to make changes in the world is via non-violent passive resistance. B) The "why" of the civil rights movement was to bring justice in America because of deep seated racism of white people against former slaves. C) Bringing black Americans to Washington DC is the only way to get the attention of the government and to have laws changed. D) Until the Laws of Man are in alignment with the Laws of God, there will be injustice and it must be changed.

D

There are many types of conflicts in the workplace. Some conflicts are better than others. Some conflicts are rarely good. Of the various types of conflicts, which one is most often unproductive in an organization? A) Task conflict B) Process conflict C) Resource conflict D) Relationship conflict

D

When a middle manager at WD-40 goes to a top manager to inform them they want to fire one of their direct reports, what question is asked of that middle manager? A) What is your plan to replace a member of your tribe? B) How did this person's behavior impact your team dynamics? C) Did you complete the appropriate HR paperwork? D) What did you do to help them get an "A?" (achieve their goals)

D

Which of the following 3 statements are true? A) Management is "people business" so manager must be "people person", which is one of big five traits listed. B) All managers, in order to be effective, should be high on negative affectively scale. C) For manager to be successful, important that they be extroverted, or pretend to be, in order to relate to staff. D) Emotional intelligence is something that can be innate or learned, but it is important for managers to develop this talent. E) A strong internal locus of control, meaning the person believes they are in control of their own fate, is a good personality trait for a manager to possess. F) Positive organizational citizenship behavior like working extra hours when needed, helping out others, and coming up with creative ideas to help the company are strong attributes for a manager to have.

D,E,F

A powerful way for Managers to monitor their staff is to utilize MBWA. During class lecture, we talked about Monitoring By Working Around (MBWA) which is an effective way to ensure everyone is active and engaged in the workplace. True/False

False

During class, you were shown a video on office politics. The people in the video suggested, "be sure to avoid office politics. It isn't good for your career!" True/False

False

Group norms are rules developed by the team lead that determine the tasks, roles, and compensation for each member of the group. True/False

False

In class we studied several examples of correlation and causation. As managers, we look for a statistically significant correlation and rely on that over the concept of causation. True/False

False

It is not possible for the formal leader of a group to also function in the role of the informal leader of the group. True/False

False

Organizational behavior principles when properly applied can significantly help a company increase its turnover rate and subtly lower its retention ratio. True/False

False

The Hersey & Blanchard Theory of Leadership suggests that some members or subordinates are not ready to be part of the group. The manager should spend very limited time with these kinds of people as it takes away from spending time with the more productive members of the group. True/False

False

The Hofstede model, introduced in Chapter 2, is a model to show managers which countries have stronger cultural influences which make it easier to do business in that country. True or False

False

The population in the USA is growing more diverse and older. Therefore, in the future, it is less and less likely that older workers will report to younger bosses. True/False

False

The professor believes that you are basically born with the level of Emotional Intelligence you possess and it won't change much over time, which is pretty much true for Locus of Control as well. True/False

False

When managers enable their workers to set their own goals, make decisions, and solve problems in their own areas of responsibility and skill set, this is call job expansion. True/False

False

You suddenly find out that another manager in a parallel team to yours has left to move to another state. You have 8 staff members and they had 10. You've been approached by upper management to assume control of this other team in addition to yours, and as a result you will receive a 15% raise. You know that with 18 people reporting to you, you will have exceeded the recommended numbers for proper span of control and good relationships to be built with each staff member. You've decided to use your existing 8 people as the "lead" group and the 10 new people as the "following" group, but you won't call them that. You pick generic names like "Red Team" and "Blue Team" to ensure no one feels left out. But you meet with the red team three times a week and the blue team once per week. The red team gets the more difficult assignments. You get to know the blue team people individually to see if there is talent there which yo

Leader Member Exchange Model

Of the five sources of managerial power discussed in class with Professor Hillman, he said this one was the most impactful power but also the hardest to obtain.

Referent

You are the president of a small tool and die firm in West Michigan. You have about 75 employees and 3 tiers of management. One of your three shift supervisors for the day shift has quit. Their team of 7 people comes to you with a proposition to not replace him. They say they know the work very well, have a high amount of trust between their team of seven, and have strong unwritten rules about how to hold each other accountable. You like the idea because it will save you the cost of a shift supervisor.

Self-Managed Team

You are a retail store manager with a staff of 10 people spread over multiple part-time shifts. You think it is because your people work hard to ensure the customer is really happy with their purchase and isn't just sold anything to improve store sales. A customer comes back though and wants to return an expensive jacket. She does have the credit card, but not the receipt, which is required. It is also chain policy that returns can only occur 45 days after purchase, and it has been 51 days. Your assistant manager knows the customer and accepts the return. The customer during the same visit buys a replacement jacket. The following week your regional manager chews you out for accepting the return and wants to talk to the assistant that took the jacket back. You tell the manager, "there is no need to yell at my assistant, she did exactly what I would have wanted her to do. If you want to yell at someone, yell at me."

Servant Leadership

One of your staff members named Lou in your small accounting firm has really been a "shining" star when it comes to working on one of your largest clients, VDR. VDR has been with you a long time because your busines partner Keith has kept them very close and done excellent work for them. However, VDR is just as pleased working with Lou. You would like to see Keith go out and land other clients like VDR, but he says he needs to manage Lou and the other staff to ensure the quality of work is top notch. Lou comes to you complaining that Keith is too involved and micro-managing. Keith keeps directing Lou on what to do (even though Lou already knows what to do) at the client and has two scheduled meetings a week with Lou to make sure he has all the support he needs to be successful. You think it is time to ask Keith to find other clients to grow and let Lou run VDR. You prepare for your meeting with Keith.

Situational Leadership Model (Sit-Lead)

You and the Chief Operating Officer are meeting to discuss what to do about a shift supervisor named Jim that reports to you. Jim has been a "rockstar" among shift supervisors and so was offered a promotion which he seems hesitant to accept. You aren't sure how to approach Jim because he is reluctant to take on some new responsibilties in a new plant you have recently acquired about 1 mile away. The product is virtually identical to what he is responsible for now, but all the employees are new to your company since the acquisition. You and the COO decide not to force him into the position and just order him to take it, which you have the legitimate right to do. Rather you decide to approach him to see what kind of backing and support he needs to have in order to feel comfortable with the new position.

Situational Leadership Model (Sit-Lead)

Goal Setting Theory SMART

Specific Measurable Assignable Realistic Time Based

In class, we learned how to apply the various leadership styles to different situations. We learned that some leadership styles were better for some types of businesses while others were not as well suited. Using what you know about leadership styles, determine which of the following are the best applications of these leadership styles.

The 6 members of the current team have suggested to upper management that they not replace the manager but allow them to become a self-managed team. They point out that if they are successful, it will save the company money, and they will be happier too. They've done their research and they argue that because they already have very strong group norms and hold each other accountable they are well suited for this new arrangement. They point out that they all have several years of experience at the company and act professionally toward themselves and those outside their group. Their compensation packages are rigidly controlled by human resources, and they have established and followed strong procedures and rules for how software is developed for the company. They claim that they are perfectly suited to be a self-managed team.

In class, we learned how to apply the various leadership styles to different situations. We learned that some leadership styles were better for some types of businesses while others were not as well suited. Using what you know about leadership styles, determine which of the following are the best applications of these leadership styles.

The shift leader of a commercial lawn maintenance 5-person crew uses the leadership member exchange leadership style. He has a problem with one of his new seasonal workers talking back to him when given his assignments and swearing at him under his breath as he walks away. He believes he has to deal with this insubordination immediately. He mentions the problem to one of his in-group members, a year-round employee. He tells that in-group member to "clue that new guy in on how we talk to each other; otherwise, he is going to lose his job." He thinks this is a better way for the message to get delivered to the new out-group member.

You are a middle manager for a West Michigan manufacturing company. Your boss informs you that you will be working in Manila for 8 weeks starting a new product line for your company which is part of a long-term strategy to diversify and move into other industries than automotive. You want to prepare to be the best manager you can. You remember your prof from GVSU talking about Hofstede's Model of National Culture and so you get out your old notes from school. You want to know what you can expect from your Manila-based production people who you will be supervising. You know your staff will behave differently than they will in West Michigan, what can you expect will be the items you will have to deal with?

The staff will hold you in esteem and refer to you as Mr. or Ms. and as their "boss" even though you ask them to call you by your first name and treat you as a friend. When things go well and you are delivering praise to them, do so as a group or department, not calling out a single person for recognition. Like you, they will want to know what needs to be done soon, so you don't spend time explaining how this new product line works into the long-term growth of the company. Don't expect them to voice many concerns about happiness at work or feel free to talk about their personal opinion. They have a low sense of indulgence with a greater emphasis on restraint.

When leaders are expected to have certain physical or intellectual attributes, and people are selected as future leaders because of these, we are using which approach to leadership? A) Behavioral Approach B) Situational Leadership C) Trait Approach D) The Michigan Studies

Trait Approach

This is not one of the models we learned as a contingency leadership model.

Transactional Formative Leadership Model

According to Equity Theory, when someone perceives an inequity, particularly an underpayment inequity, they will seek to restore equity. They might do this by reducing their hours worked, taking more vacation, reducing their output (not working as hard), or using a positive approach, simply asking for a pay raise. True or False

True

Charismatic leaders can inspire others to follow them and accomplish great things. Steve Jobs and Martin Luther King, Jr. are fine examples of a charismatic leader, but so is Adolf Hitler and Osama Bin Laden. Just because you are a charismatic leader doesn't mean you only stand for good things. True/False

True

Conflict in the workplace is going to occur, that is a guarantee. What we don't know is if the conflict will be constructive or dysfunctional. Dysfunctional conflict occurs when people let their emotions take over, often ignoring the original underlying problem, and focus on getting even or retaliating. True/False

True

Directive behaviors, as it relates to the situational leadership model, is the degree of one-way communication the leader must provide to their employee. True/False

True

Ken Blanchard answers what a "servant's heart" is for Southwest Airlines is to "hire based on character and train for skills" True/False

True

Leadership involves neither force nor coercion. A manager who relies solely on force and formal authority (legitimate power) to direct the behavior of their staff is not exercising leadership. True/False

True

Motivation is the set of forces that causes people to engage in one behavior over another. From the manager's perspective, the objective is to motivate people to behave in ways that are in the organization's best interest. True/False

True

Successful leaders manage conflict; they don't shy away from it or suppress it but see it as an engine of creativity and innovation. True/False

True

Surface-level diversity are things that we can see in people such as their gender, race, age, and physical abilities. True/False

True

The key finding of the Hawthorne Studies is that a managers behavior and leadership approach can affect a workers level of performance. True/False

True

When using the expectancy theory of motivation, increasing the pay for a high performing employee is non-productive if that employee has a low valence for income. True or False

True

When you see your boss take advantage of the good nature of some of your peers, asking them to work unpaid overtime in order to make the departments' productivity numbers better, he tells you that is just his way to "increase department productivity as I'm told to try and do every day." You should see this as an abuse of power. True/False

True

With texting, video conferences, instant messaging, Twitter and dozens of other ways for managers to communicate, it is surprising that email is still the primary way most businesses communicate and how staff should expect to communicate formally with their manager True/False

True