MGT 341 COMPREHENSIVE EXAM

Provide an example of an organization that has a functional structure.

Company divided into HR, finance, marketing, manufacturing, IT

Who is most responsible for making strategic decisions? A) managers B) engineers C) low-level employees D) CEOs

D

_____________ are symbols that offer clues to the emotional side of words used in e-mail messages.

Emoticons

T/F: The BATNA phase of the negotiation process only applies in certain circumstances.

F

T/F: The avoidance conflict handling style is characterized by high levels of cooperativeness and assertiveness.

F

Give an example of a company that is organized along divisional lines.

Frito Lay has beverages, snacks, resraurants, etc

___________ is the third phase of the negotiation process where you assemble the gathered information in a way that supports your position.

Presentation

What are the fundamental elements that create a culture?

Symbols, language, values, norms

Define organizational culture.

System of shared assumptions, values and beliefs that show employees what is appropriate.inappropriate behavior

What lessons do the IBM diversity management task forces offer to other firms?

Their success with diversity management shows other forms should consider implementing similar programs. They tripled the number of female executives, doubled minority executives, and increased LGBTQ seven-fold. Their programs created networking programs for minority groups.

People in high power distance countries expect unequal power distribution and greater stratification in economic, social, and political settings.

True

T/F: Influence is getting others to do what we want them to do.

True

T/F: Research on effective teams indicates that they are characterized by low but increasing levels of task conflict.

True

T/F: Selective perception is the personal filtering of what we see and hear so as to suit our own needs.

True

_______________ is a variation on brainstorming where the group focuses on ideas that are impossible and then imagines what would need to happen to make them possible.

Wildstorming

Maria relied on knowing what an outstanding worker Gordon was to hire Gordon's sister for the entry-level position. Gordon's sister is very unreliable. Maria fell into the decision-making trap of _______________ in making her hiring decision.

anchoring

The task role of ____________ includes "devil's advocate" behavior.

critic

The old adage, "Don't throw good money after bad" is another way to describe the decision-making trap of ____________ _______ ____________ also known as the "sunken costs fallacy."

escalation of commitment

A ______ __________ program indoctrinates new employees to the company culture, as well as introducing them to their new jobs and colleagues.

formal orientation

What value is added to a firm in knowing the nature of personality traits in other cultures?

it will allow you to work more effectively and utilize peoples strong suits to your advantage, and it will help you know who might work well together and who might not.

___________ refers to the process where new employees learn the attitudes, knowledge, skills and behaviors required to function effectively within the organization.

onboarding

Nonverbal cues including the tone, pace, and volume of speech is called ______________.

paralanguage

Leaving employees alone, and, as a manager, waiting until something happens before interacting is _____________ ____________ ____ _____________.

passive management by exception

The influence tactic that causes you to help another person because you like him or her and he or she asked for your help is _________ ___________.

personal appeal

Repetitive activities within an organization that have symbolic meaning are called __________.

rituals

One of the biggest complaints about college courses is often the requirement to work in groups. Many students are uncomfortable with group work because some of their colleagues do not fully participate in the assignments leaving individual members with extra work to do. What are some actions you can take the next time you are assigned to a group that will help prevent such social loafing in your group?

social loafing - phenomenon of a person exerting less effort to achieve a goal when they work in a group than when they work alone.

T/F: Groupthink is the tendency for individuals to put forth less effort when working in a group context.

true

T/F: The norming stage of group development involves the establishment of ground rules for the group and an increased commitment to other members and the group goal.

true

Name, describe and provide an example of two barriers to effective communication.

Biased language: can offend or stereotype the other on the basis of their personal group affiliation. Filtering - withholding of information to manage a persons reaction

Security, safety and social equality are all examples of A) cultural assumptions. B) cultural artifacts. C) cultural values. D) cultural orientations.

C

A firm with several layers of management between frontline employees and the top level has a __________ structure.

tall

Describe the three general categories of work team roles and give an example of each. Describe the nature of each example role given.

task roles: critic, completer, contributor, creator, contractor social roles: calibrator, communicator, cooperator boundary spanning roles: consul, coordinator

Counsel a newly hired, 22-year-old man on keeping up with his skill set.

the more tools and skills you have, the higher quality of your interactions w/ other will be and the more valuable you will be to the org. It's important to become the master of something - competence in many skills is important, but excelling at something will set you apart.

__________ refers to outsourcing a problem to a large group, and has been used successfully by companies like Netflix.

crowdsourcing

Do groups make better decisions than individuals? Briefly explain your answer.

depends- diverse groups make better decisions than individuals,.

Which of the following statements regarding positive emotions is true? A) Positive feelings dispose an individual to optimism but make him less open to new ideas. B) Individuals feeling positive emotions are more realistic in their evaluation of the environment. C) Positive emotions are associated with less creativity, but higher productivity. D) Having positive emotions can lead to upward positive spirals of good emotions.

D

In Japan, nemawashi refers to building _______________ within a group before a decision is made.

consensus

During the resistance phase of stress, the body begins to release _________ and draws on fat and sugar reserves to adjust to the demands of stress.

cortisol

What is a matrix organization?

cross b/w functional and product structure. Employees report to department managers and project or team managers.

The social issues of _________ and ____ derailed the PointCast deal and are among the most difficult aspects of negotiating mergers today.

ego and corporate pride

A person who is talkative, outgoing, sociable and enjoys social situations is ___________.

extraverted

Define and provide an example of paralanguage.

the tone, pace, and volume of speech. when you are angry you speak louder.

Describe Affective Events Theory.

theoretical discussion of the structure, cause, and consequences of affective events at work. this theory argues that specific events on the job cause different kinds of people to feel different emotions. different emotions inspire actions that can either benefit or impede individuals at work.

T/F: Passive management by exception involves leaving employees alone and waiting until something goes wrong before entering the picture.

True

T/F: Peripheral specialists in a social network are those with special expertise who can be called upon for advice even though they work independently from the group.

True

T/F: Power is the ability to get things done the way you want them to be done.

True

T/F: Research indicates that communication ability is related to a manager's performance.

True

T/F: Servant leaders put their employees first.

True

T/F: The arbitration-mediation approach had led to voluntary agreements in a greater percentage of situations than the more common mediation-arbitration approach.

True

T/F: The integrative approach is a new creative approach to negotiation that can lead to a "win-win" situation.

True

T/F: The intuitive decision-making model is best used when the decision maker has experience with the problem and there is time pressure.

True

T/F: The rational decision-making process is best used when the decision is important and you are trying to maximize outcomes.

True

T/F: The sentence construction of the "Isn't it?" question we ask in the United States tends to be confusing for non-native speakers.

True

T/F: There are cultural differences in the use of nonverbal communication elements like body language and facial expression.

True

T/F: Upward influence includes appealing to a higher authority or citing a firm's goals as a reason for others to follow your suggestion.

True

T/F: When resources such as raises or promotions are limited, employees see the organization as more political.

True

What are two positive and two negative outcomes of conflict?

+: broader range of ideas, bringing forward assumptions that may be inaccurate or invalid -: increased stress and anxiety, feeling of defeat or detachment

You are being interviewed for a position in a financial services firm. The last three questions that the interviewer asked of you have been illegal questions. What can you do?

- continue refusing to answer, possibly point out these are illegal - answer shortly, change the subject - answer intent of question, not actual question - walk away from interview

Describe two ways in which organizational conflict can be managed.

1. Change team composition 2. Change the structure (i.e. two managers)

What are two key steps to take in ensuring success in unfreezing for change?

1. create a vision for change 2. communicate a plan for change

Name and define two of the most commonly used influence tactics.

1. rational persuasion using data, facts and logical arguments 2. personal appeal by helping another person because you like them

Tuckman's five stage group evolution model asks which of the following questions in the performing stage? A) Are we using appropriate information on this task? B) Will I be accepted? C) Why do I have to listen to you? D) Can you help me plan this project?

A

Discuss some of the research on goal setting and performance appraisal in other cultures.

Appraisals and goal setting work in western culture because empowering employees is an effective method of motivation. Chinese employees believe that performance depends on effort and difficulty of goals achieved. Multiple-rater systems are less effective in power distance and collectivist cultures.

The conflict resolution process where a neutral third party listens to each side's case and makes a binding decision is called ___________.

Arbitration

Individuals could be influenced to say that two lines were the same length when one was clearly shorter than the other due to conformity in the _________ studies.

Asch

The information system department's employees are highly skilled individuals who possess a very internal locus of control. The firm is looking to hire a manager for the department to replace the retiring manager. What type of leadership style would likely be most effective with this group? A) supportive B) achievement-oriented C) directive D) participative

D

Emotional intelligence helps an individual attain the management ranks, but once there, mental intelligence becomes important.

False

T/F: Stress, or the body's response to a change that requires a physical, mental or emotional response, is always bad for the individual.

False

T/F: The global leadership and organizational behavior effectiveness project (GLOBE) found, thus far, that there are no universal traits that are desirable or undesirable in a leader.

False

T/F: The rational decision-making model limits the number of alternatives considered.

False

T/F: There are two types of communication in organizations: verbal and written.

False

T/F: Transactional leadership is a more effective form than transformational leadership.

False

T/F: Using any form of flattery in an appeal is an example of the exchange influence tactic.

False

T/F: While managers and supervisors are very important in helping new employees adjust to a firm's culture, coworkers actually hamper the process.

False

T/f: Employees with more complete information are no more committed to the change effort than those who have less than complete information.

False

t/F: Toyota owes its success in large part to its manufacturing system known as Total Production System (TPS).

False

What contribution to building effective leaders does the trait theory offer?

It creates a limited set of attributes that can define a leader or the success of the leader. number of traits is large and the theory does not account for the situation a leader faces, the notion of your org or your personal repertoire of skills. More likely individuals are to demonstrate these attributes, more likely they are to be successful and make orgs successful.

A flexible, decentralized structure with low levels of formalization where communication lines are more fluid is a(n) __________ structure.

Organic

T/F: Flow is the state of consciousness where individuals are totally absorbed in an activity.

True

T/F: Research shows that excessive stress is related to higher turnover and lower job performance.

True

T/F: Blemishes and other skin problems can be outward manifestations of stress.

True

T/F: Creating a safety culture can reduce accidents, improve employee retention and increase profitability due to reduced workers' compensation claims.

True

T/F: Filtering, emotional disconnects, and lack of credibility are all barriers to effective communication.

True

T/F: Group decision support systems could make employees more reluctant to share information due to lack of control.

True

T/F: High power distance countries are those where power is centralized in the hands of a few.

True

T/F: Matrix organizations violate the unity of command principle.

True

____________ _______________ _ _____________ involves leaving employees to do their jobs without interference but at the same time proactively predicting problems.

active management by exception

________ ________ value competitiveness, outperforming competitors, and may not feature corporate social responsibility.

aggressive cultures

The influence attempt response ______________ occurs when the target not only agrees to the request but also actively supports it as well.

committment

Define proxemics and provide an example of it.

denotes the different kinds of distance that occurs between people. it can vary among cultures. it is partially determined by their intimacy levels. EX: standing close to people in asia

The subject of __________ ____________, examined by Daniel Goleman, looks at how people can understand each other more completely by becoming more aware of their own and others' emotions.

emotional intelligence

Some experts suggest that creativity is the interaction among the three factors of _______________, ________________, and ________________.

personality traits, attributes, situational context

Differentiate between a Type A personality and a Type B personality.

A: high levels of speed/impatience, job involvement, hard-driving competitiveness B: calm by nature, think things through before acting, low stress levels, fight or flight

List and briefly describe each of the five conflict handling styles.

Avoidance: uncooperative, unassertive Accommodation: cooperative and unassertive - will give up Compromise: each express concerns to get way but respect the other competition: keep goal no matter what collaboration: assertive and cooperative

The new CEO of XYZ Corporation has developed a plan that will call for the restructuring of the organization from a functional structure to a matrix one. In his meeting with his subordinates, manager Ervin says, "This will be great. You will still work for this area and me, but you will have variety in that you will also all be reporting to a second manager for various projects to which you will be assigned. This new structure will only help grow this company." This is what kind of a reaction to change? A) compliance B) enthusiastic support C) active resistance D) passive resistance

B

The process through which new employees learn the attitudes, knowledge, skills, and behaviors required to function effectively within an organization is A) attraction-selection-attrition. B) organizational socialization. C) mentoring. D) assessment.

B

Which is the first step in the rational decision-making model? A) Establish decision criteria. B) Identify the problem. C) Weigh decision criteria. D) Generate alternatives.

B

Which of the following communication channels has the lowest information richness? A) emails B) formal written documents C) blogs D) telephone conversation

B

Which of the following is a common mistake in negotiations? A) Letting your ego get in the way. B) Deciding to negotiate. C) Having realistic expectations. D) Getting overly invested.

B

Which of the following is one way to alleviate cognitive dissonance? A) Engage in surface acting. B) Change the facts of the situation. C) Leave the situation. D) Smile more.

B

Which of the following is the correct order of the phases in the creative decision-making model? A) Problem identification, incubation, immersion, illumination, verification and application. B) Problem identification, immersion, incubation, illumination, verification and application. C) Problem identification, illumination, immersion, incubation, verification and application. D) Problem identification, illumination, incubation, immersion, verification and application.

B

Group members in the norming stage A) not only get the work done, but they also pay greater attention to how they are doing it. B) begin to explore their power and influence. C) find it easy to establish their own ground rules. D) try to figure out who likes whom.

C

Most research on leadership has been conducted on which of the following theories of leadership? A) Fiedler's contingency theory B) House's path-goal theory C) transformational leadership theory D) authentic leadership theory

C

"People are generally dishonest" is an example of a A) cultural orientation. B) cultural artifact. C) cultural value. D) cultural assumption.

D

A communication receiver who is preparing his comment or answer and not really listening to the sender is A) using jargon. B) using semantics. C) biased. D) rehearsing.

D

For most people, living in the age of social media has A) reduced concerns about personal privacy. B) increased the frequency of written communication. C) broadened one's audience base. D) all of the above

D

Formalization A. can lead to greater innovativeness. B. enhances employee motivation. C. provides for quicker decision making. D. makes employee behavior predictable.

D

Michael's group is very cohesive and very committed to the task at hand. What is their likely performance level? A) low performance B) high performance if they do not value performance C) average performance D) high performance if they value performance

D

Research indicates that exercise is an effective strategy for managing stress. Which of the following statements best describes some of the findings from studies on exercise and stress? A)Physically active breaks, like walking, actually increase mental fatigue. B)Exercise, like light calisthenics, actually absorbs energy. C)Light exercise tends to erode hand-eye coordination as well as fine motor control. D)Regular exercise increases the body's ability to draw oxygen out of the air, thus combating stress.

D

Renaldo is choosing his classes for next term at State University. His advisor suggests he take Organizational Behavior. Renaldo says, "Why would I take that class? It's all common sense anyway." Take the role of his advisor and sell Renaldo on the value of the course.

OB can help you become a more engaged organizational member. getting along w/ others, getting a great job, lowering your stress level, making more effective decisions, and working effectively within a team is something OB can help you with.

Describe some forms that organizational change takes.

may impact companys strategy, structure, policies, procedures, technology or culture. can be radical or incremental

A trusted person who provides an employee with advice and support regarding career related matters is a __________.

mentor

Is a happy worker always a productive worker? Explain your answer.

not not all of the time. those who are happy might just have a positive disposition on life in general, but when this translates into job satisfaction and organizational commitment, then yes.

T/F: When individuals feel role ambiguity in their jobs, they feel the organization is more political.

True

Which of the following statements about negative emotions is true? A) Negative emotions like anger can result from an event such as not having your opinions heard by your supervisor. B) Employees who manage their negative emotions are involved in more conflicts with customers compared to employees who do not. C) Negative emotions that are not managed can create a culture of openness. D) Negative emotions are always destructive in the workplace.

A

Access to specific knowledge or skills is _______________ power. A) expert B) information C) referent D) reward

B

Programmed decisions are unique, creative decisions.

False

_________ structures are most effective for organizations that do not have large numbers of products.

Functional

Michael is a new manager for a Fortune 500 firm. He is preparing for his first assignment, which is to complete a diversity audit of his firm. What are some of the areas he should consider for assessment?

Gender, race, age, religion, disability, sexual orientation

Discuss some of the research findings on goal setting and ethical behavior.

Goals do influence ethical behavior and have a direct connection. May lead to unethical behavior when goal is awarded upon completion and the reward is desirable. Work hard or cheat to achieve.

Define organizational behavior and discuss some of the other disciplines from which it draws to create its theories and models.

OB is the systematic study and application of knowledge about how individuals and groups act within the organizations they work. - psychology - sociology - econ - poli sci - medical sciences

T/F: Change is more likely to occur in firms that are performing poorly because successful firms keep doing what they have done to make them successful.

True

The corner office is an example of a cultural _____________.

artifact

__________ leaders are found to be one of the most influential leaders around the world.

charismatic

A manager possesses ___________ power because he can provide you an increase in pay or a promotion.

reward

Personal filtering of what we see and hear so as to suit our own needs is _____________ _______________.

selective perception

T/F: Communication is the process by which information is exchanged between individuals through a common system of symbols, signs, or behavior.

False

T/F: Conflict management and negotiation tactics are art, not skills, and are very difficult to learn.

False

T/F: Decision making requires action as a solution.

False

T/F: Employee perceptions of subcultures have little impact on employee performance or commitment to the organization.

False

T/F: Impression management has been shown to be related to higher performance ratings by increasing liking and perceived similarity.

True

T/F: Organizational cultures help determine who is hired by a firm.

True

The decision-making process where decisions are arrived at without conscious reasoning, arguing that experts make decisions by scanning the environment for cues to recognize patterns is A) the creative decision-making model. B) the bounded rationality model. C) the intuitive decision-making model. D) the rational decision-making model.

C

The first step to an integrative approach to negotiation is A) listening. B) exploring options to achieving goals. C) adopting a cooperative stance. D) adopting an adversarial stance.

C

The influence tactic that works most effectively in organizations that value democratic decision making is A) pressure. B) coalition. C) consultation. D) ingratiation.

C

Why would companies consider implementing diversity programs?

- Higher creativity in decision making - better understanding and service to customer - more satisfied work force - higher stock prices - lower litigation costs - higher company performance

Clarissa is preparing for a meeting with a manager at a firm that has just offered her a job. Clarissa was approached by this firm while she was working for one of its competitors and the new firm has convinced her that she has greater opportunities there so she has tentatively accepted its offer contingent on salary negotiations. What advice would you offer to Clarissa to assist her in obtaining a higher salary from those negotiations?

- NEGOTIATE - don't be afraid of angering people by negotiation - get the facts, understand market rate - why are you worth a certain $$$? - know what you want - don't make the first offer - listen more than talk

Harvard uses a forced choice ranking system in evaluating a number of classes in its business curriculum. In this system, for example, 10% of the students might receive As, 20% Bs, 60% Cs and 10% Ds. Discuss the potential issues surrounding such a grading system.

- These students are already high performers, so they might not take failure well. lack of motivation if they don't believe they can beat out other students. "feel stuck" in a bracket, and out of control of their situation.

Name two ways in which people react to change.

- active resistance - enthusiastic support

You are an organizational behavior consultant who has been brought into a firm to present some best practices with regard to managing demographic diversity. What are some best practices you could present to the firm's executives?

- build a culture respecting diversity - make managers accountable for diversity - diversity training programs - review recruitment practices - confirm affirmative action programs

You are an organizational behavior consultant who has been hired to present a training seminar to managers in a Fortune 500 firm about suggestions for managing cultural diversity in the firm. What are some of the topics you will consider presenting during the seminar?

- build cultural intelligence - avoid ethnocentrism - listen to locals - recognize that cultures change - do not assume culture is the problem

How would you train an individual so as to increase his charisma?

- create a vision that you can understand and are immersed in, then demonstrate how to share that with others so they too pursue it with you - body language recognition - confidence - out-of-the-box thinking

You are a career development counselor at your university. You have been instructed by your supervisor to develop a program called, "Tips for Your First Interview." What are some of the tips you could provide students as they prepare for that first interview? Why are these actions important?

- first impressions are everything, and LASTING. stress that to students. - prepare a perfect mistake free resume - dress for success/recognizing office culture - arrive in a timely manner, 10 mins early - handshake, smile, body language - research company

You are a counselor in the career placement office at your university. Jackie, a business student, recently completed a personality survey. You are reviewing the results and find she has low self-esteem and low- to mid-range self-efficacy. Sketch out some possible steps Jackie can begin to undertake to improve both of these personality dimensions.

- for self-esteem, encourage her to join a club related to her major and attend the meetings as a listener then work her up way to being an active participant. this will help her meet others, form ties. - for self-efficacy, prove to her she HAS completed tasks and make her feel good about them. Then recognize what she is not doing well in, EX: a class, and help her change study patterns, etc to perform better.

Herzberg has been strongly criticized for his research finding that salary is a hygiene factor. Describe the nature of hygiene factors and how salary fits this category. What are the implications of this finding for managers in the workplace?

- hygiene factors are ones that are found in the context of the job environment. Herzberg argues that these factors are those one would expect to have in their environment. the worker is neutral when these are as expected. Only when they are unexpected and problematic does a problem arise. Salary fits b/c minimum wage is expected, but when their pay is not at level of the market, they will be upset. A/C broke in summer is an ex. Managers need to be aware of environmental factors and their improvement.

Using the concepts of job design, goal setting and incentive systems, discuss how Nucor Steel Company successfully motivates its employees.

- incentive system penalizes lwo performers, but offers no limits on how much can be made by those that perform well - employees have opportunity to fix problems that they see occurring during production - great deal of task flexibility as some duties of managers have been pushed down to lower level line employees - align company goals to employee goals

You are an advisor for international business students. You are meeting with freshmen business students this afternoon. What are some recommendations you could make to these students to prepare them for global careers?

- learn another language - immerse yourself in other cultures - develop openness to different experiences - get a strong social support network

You are a member of a human resource department in a large corporation. One of your colleagues has recently developed a personality test he wants to use along with the cognitive abilities test you have been using to select employees for positions in the firm. He has come to you for help in deciding how to validate the test. What recommendations would you give him?

- make sure it measures what it is supposed to: look at the relationship b/w the predictor (test) and some standard measures of success on the job (criteria). Give the test to current employees and look for relationships b/w their personality and performance. Make sure it is not discriminatory as well.

How can you use impression management in an interviewing situation?

- non verbal: piercings, clothing - verbal: tone, rate of speech - behavior: shake hands, still or squirm, eye contact

Brett has been a manager of the accounting department for eight months now. He will be holding his first performance appraisal meetings in the next few days. Describe some ways in which he could enhance the effectiveness of those performance appraisal meetings.

- present feedback in constructive manner - increase employee participation during the meeting - be knowledgable about their performance - prepare before the meeting; have employee complete self-appraisal - show empathy and support - maintain schedule

Discuss an incentive system that an inner city school system might use to motivate teachers. Describe why you chose this incentive system.

- proper funding for educational programs - semester/yearly goals>bonuses - teacher awards voted by students>prizes

Maslow's hierarchy of needs and Alderfer's ERG theory are need-based theories of motivation. What are some key criticisms of Maslow's theory and how does Alderfer's theory modify that of Maslow?

- research does not support the argument that satisfied needs no longer motivate behavior. - alderfer's recognizes that more than one need may need to operate at once

Jerome had been working in an accounting department for nine months and has not received much feedback from his supervisor. What steps could he undertake to increase the feedback he is receiving?

- speak to manager seeking feedback - be genuine in desire to learn - establish good relationship with manager - confide in trustworthy peers - receive feedback gracefully

T/F: Healthy conflict can be stimulated in a firm by having appointed individuals play "devil's advocate."

- true

Name two reasons why people resist change.

- uncertainty - personal impact

Matilda is a new sales manager in a pharmaceutical organization. She decides that she wants to implement an MBO (management by objectives) approach in that department. Describe the steps she will complete to institute such a program.

1. set company wide goals 1. set team and department level goals 2. individual goals 3. make sure goals aligned with corporate strategy 4. action plan 5. performance review, goal revision as needed

Many firms are instituting wellness programs for their employees as a means to improve those employees' health and well-being and lower healthcare premiums. Use the stages of organizational behavior modification (OB Mod) to explain how to modify employee health in the workplace.

1: Identify behavior to be modified 2: Measure baseline level 3: analyze antecedents and outcomes 4: intervene 5: evaluate and maintain

A group is A) a collection of individuals who interact with each other such that one person's actions have an impact on the others. B) made up of managers, subordinates, or both with close associations among group members that influence the behavior of individuals in the group. C) made up of two or more individuals who are associated with one another in ways not prescribed by the formal organization. D) a cohesive coalition of people working together to achieve happiness.

A

All of the following are rules for active listening EXCEPT: A) find areas of agreement with the speaker. B) listen for feelings. C) note all cues. D) listen for message content.

A

Antonia received some negative feedback on her sales performance on her last performance evaluation. It's already been a week since the meeting with her supervisor but she just can't stop thinking about the feedback. She keeps replaying it in her mind over and over. This is an example of A) burnout. B) rumination. C) anticipation. D) a role stressor.

A

Cultural assumptions A) lie below the awareness level and reflect beliefs about human nature and reality. B) are shared principles, standards and goals. C) are a set of values unique to a limited cross-section of the organization. D) are the visible and tangible elements of culture.

A

If you dislike working with a person and do not care for them on a personal level either, A) you would have a low least preferred coworker score. B) you would have a high least preferred coworker score. C) you would have a midrange least preferred coworker score. D) you would not have a least preferred coworker score.

A

Jason received the sales report and noted how badly the southern sector performed. As he prepared the a presentation for the weekly executive meeting, Jason decided to focus his remarks on the northern and western sectors, which had record sales levels, and refrain from mentioning the southern numbers. This scenario focuses on the communication barrier of A) filtering. B) selective perception. C) emotional disconnects. D) semantics.

A

Joshua Greene's study of how our minds and bodies react to difficult situations found that A) study subjects were largely able to agree on what was the best of possible evils in a scenario. B) human decisions are mostly rational, not impacted by emotion. C) magnetic imaging suggests emotional scenarios require less use of our brains compared to unemotional scenarios. D) humans use rationale and emotion to make decisions similar to how a computer would.

A

Making choices among alternative courses of action, including inaction, is A) decision making. B) programmed decisions. C) satisficing. D) Consensus.

A

Martin finds out that his manager has been cheating employees out of pay bonuses. Martin's manager seems to lack A) integrity. B) agreeableness. C) extraversion. D) neuroticism.

A

Michael is the United Way pledge leader for his department. He gets along quite well with his coworkers. His pledge leader duties, with regard to specific steps to follow in asking coworkers for pledges and how to collect and report them, are clearly laid out for him in a United Way brochure. Which LPC style is best for this scenario? A) Low LPC B) High LPC C) Medium LPC D) Either low or high LPC

A

Servant leadership A) is a leadership approach that defines the leader's role as serving the needs of others. B) refers to effective leaders who stay true to themselves. C) is leading employees by aligning employee goals with the leader's goals. D) involves structuring the roles of subordinates, providing them with instructions, and behaving in ways that will increase the performance of the group.

A

The college organization president spoke to her members noting that the organization needed monetary donations to reach their goals. She cited numerous reasons why the money was needed and encouraged all members to call alumni members of the group for such donations. She suggested that the group members remind the alumni of the organization's importance and their ties to that group. John dislikes asking anyone for money and decided not to make the calls. John is responding to the president's influence tactics with A) resistance. B) conformity. C) compliance. D) commitment.

A

What is the first step in increasing the chances of success in effecting a cultural change? A) creating a sense of urgency B) role modeling C) changing the reward system D) changing key players

A

Which of the following is NOT a root cause of conflict in the workplace? A) task satisfaction B) communication issues C) limited resources D) personality differences

A

Which of the following is NOT an emotion that is part of the Affective Events Theory? A) jealousy B) surprise C) anger D) fear

A

Which of the following is a key property of a team? A) compensation based on individual outcomes B) collaborative action C) clear simple goals D) independent tasks

A

Which of the following is the first phase of the negotiation process? A) investigation B) presentation C) determining BATNA D) bargaining

A

Which of the following questions might be asked during the norming stage of Tuckman's five-stage group evolution model? A) Are we using appropriate means to address differences so that conflicts can be avoided? B) Will I be successful at completing this task? C) I wonder what the other people in this group are like? D) Can you help me with this section of the project?

A

Which of the following statements about conflict is accurate? A) Conflict can paralyze an organization. B) Conflict can lead to higher organizational commitment. C) Conflict is not a major issue in the workplace. D) Conflict is always problematic in an organization.

A

Which of the following statements regarding leadership and ethics is accurate? A) People in positions of authority are influential in driving others to ethical or unethical behaviors. B) Ethics is a matter of organizational culture rather than leadership style. C) The contingency theories of leadership are explicit in noting the important role that ethics play in effective leadership. D) Ethical behaviors are a central component to transactional leadership theory.

A

1. Agnes is so frustrated. This morning she called a meeting for 9 o'clock sharp to discuss the new product launch. Though most of the key players were on time, Kim and Nelson were both 25 minutes late, making some excuses about how they had to make an important call before either could attend. That made four meetings in a row when they were late. What can you do? Other members at the meeting are getting frustrated too as you have to repeat information and re-explain key points.

Ask Kim and Nelson if this will be a regular reoccurence for them to miss or if they just simply forgot. Send reminders about meeting times - make sure everyone will be there on time by getting a direct response. reward those who do show up on time.

An organization where all the nonessential functions are outsourced is a A) strategic alliance. B) modular organization. C) matrix organization. D) learning organization.

B

Bob meets with his subordinates on a regular basis to share concerns and information with the group. He takes their feedback but makes decisions on his own. According to the leadership decision tree, Bob has a(n) _____________ decision-making style. A) laissez-faire B) consultative C) group D) autocratic

B

Eduardo is the new manager of Great Corporation. He is sitting at his desk and writing down a list of steps that he can follow to create and maintain a cohesive work group. Which of the following would appear on that list? A) Celebrate differences so each individual's contribution is noticed. B) Give praise sparingly; if it is given too often, it loses its luster. C) Focus on supporting the "best and brightest" in the group. D) Set goals for group members to reduce competition or feelings of jealousy.

B

Giving students a free mug, t-shirt, or blanket just for getting their names on a mailing list at an organization is an example of the ____________ influence tactic. Research suggests individuals try to repay what has been given them. A) ingratiation B) exchange C) pressure D) personal appeal

B

Jennifer strongly dislikes her next-door neighbors, yet every time she sees them she stops to pleasantly chat with them for a few moments. Jennifer is engaging in A) genuine acting. B) surface acting. C) deep acting. D) cognitive acting.

B

Mediation refers to A) the process of bringing in a third party who has the authority to act as a judge and will make a binding decision. B) the process where a third party enters the situation with the goal of assisting the parties to reach an agreement. C) the process whereby two or more parties work toward an agreement. D) the process that involves people disagreeing.

B

Organization structure refers to A) the degree to which decision-making authority is concentrated at higher levels in the organization. B) how individual and team work within an organization is coordinated. C) the degree to which policies, procedures, job descriptions and rules are written and explicitly articulated. D) the number of employees reporting to a single manager.

B

The Internal Revenue Service has many rules and regulations with regard to tax code and the filing of returns. The organization is large and very bureaucratic. If an individual has issues with the agency, getting it resolved is a laborious process filled with "red tape" and takes an extensive amount of time and patience to resolve. The Internal Revenue Service has a(n) _________ culture. A) team-oriented B) stable C) people-oriented D) outcome-oriented

B

The most negative reaction to a proposed change attempt is A) enthusiastic support. B) active resistance. C) passive resistance. D) compliance.

B

Which of the following statements about workplace gossip is accurate? A) Research finds that only a minimal amount of workplace communication occurs at the grapevine level. B) Politically motivated employees use the grapevine to disseminate self-promoting information in the organization. C) Employees generally distrust their peers as a source of information. D) Because the grapevine lacks a specific sender employees are more likely to trust the information.

B

Which of the following statements is true of major life changes? A) Stress results from negative life changes but not from positive ones. B) The Holmes-Rahe scale ascribes stress values to life events based upon incidences of illness and death in the 12 months after such events. C) Stressors are one-time events so the number of stressors you experience in a 12 month period is not important. D) Life events can impact our psychological but not our physical well-being.

B

Which of the following statements is true regarding diet and stress? A) Eating light meals in the middle of the day may slow down the body because there is insufficient food energy available to stimulate the brain to react to stress. B) Greasy foods make a person feel tired because digestion of the fats in such foods diverts blood from the brain. C) The dopamine in fish produces a feeling of sleepiness. D) Eating fish for lunch tends to reduce reaction times.

B

Which of the following statements regarding work-life conflict is accurate? A) Work demands and family demands are always incompatible. B) Work-life conflict has gone down in recent years due to better technology. C) Work-life conflict is greater for men than for women. D) Increased work hours and dual-earning households in the U.S. have contributed to greater work-life conflict.

B

Which of the following terms is an example of biased language? A) salesman B) cleaner C) nurse D) engineer

B

You are part of a marketing team that has just secured a contract for a national ad campaign. The client firm is holding a luncheon to celebrate the contract signing and you are attending. According to Edward Hall's work, what distance will you maintain from members of the client firm as you network with them? A) personal B) social C) intimate D) public

B

A unique, nonroutine, important decision requiring conscious thinking, information gathering, and careful consideration of alternatives is a(n) A) programmed decision. B) operational decision. C) nonprogrammed decision. D) decision rule.

C

Andy is vehemently opposed to the restructuring of the jobs in his department in the manufacturing firm. He decides that since no one is listening to what he has to say he will get their attention by damaging each of the parts he is making for tomorrow's shipment. This is an example of what kind of change reaction? A) enthusiastic support B) passive resistance C) active resistance D) compliance

C

Challenge stressors refer A)to vagueness in regard to job responsibilities. B)stressors that detract from personal goals and prevent personal growth. C)demands and circumstances that cause stress but also promote individual growth. D)having insufficient time and resources to complete one's job.

C

Claudia is a salesperson with a major department store chain that is currently running a "secret coupon sale." The program allows the salesperson to randomly award a savings coupon to any shopper of the salesperson's choice. Who the salesperson chooses to award the coupon to is a(n) A) strategic decision. B) tactical decision. C) operational decision. D) programmed decision.

C

Collectivist societies tend to A) value individual achievement over interpersonal relationships. B) have employees who adapt readily to working in different teams. C) have employees who evaluate their group members higher than their counterparts in individualistic societies do. D) value loyalty much less than individualistic societies do.

C

In completing a Big 5 personality inventory, Manuel was found to have high openness to experience. He would be probably be attracted to an organization like A) Target where jobs tend to be structured in their duties and responsibilities. B) the IRS, which has a bureaucratic structure and authoritarian decision making processes. C) Google with a laid-back, innovative culture. D) General Motors with a tradition-bound culture experiencing serious viability issues.

C

Malcolm is the manager of his department. After performance evaluations, he gives those who have met their goals for the year a pay raise. He gives his employees their assignments and leaves them to do their work but does monitor them so that if he notices a potential problem, it gets resolved before causing difficulties. What kind of contemporary leadership style is Malcolm demonstrating? A) directive leadership B) transformational leadership C) transactional leadership D) laissez-faire leadership

C

One barrier to effective teams is A) overly helpful team members. B) challenges of knowing how to work together. C) poorly managed team conflict. D) low organizational commitment.

C

Organic structures A) are those that resemble a bureaucracy and are highly formalized and centralized. B) cross a functional structure with a product structure. C) are flexible and decentralized structures with low levels of formalization where communication lines are more fluid. D) are how individual and team work within an organization are coordinated.

C

Research on team size suggests A) groups larger than 20 members are highly effective. B) teams with fewer members are less effective at working through differences. C) larger groups are generally required for very complex tasks. D) there is little relationship between team size and performance.

C

Tall structures provide A) employees greater levels of role ambiguity. B) employees with greater self-actualization need satisfaction. C) employees with greater security need satisfaction. D) managers with a greater span of control.

C

The ability to attract others, win their admiration, and hold them spellbound is A) power. B) influence. C) charisma. D) commitment.

C

The school district negotiator notes during contract negotiations with the teachers' union that the district cannot afford a 3% wage increase. The district negotiator presents the current expenditure budget, the projected tax revenue and state contributions, and the currently increasing unemployment rate in the community's tax base as evidence of the lack of extra money for the increases. The district negotiator is attempting to convince the teachers' negotiator to pull back his demands using A) inspirational appeals. B) pressure. C) rational persuasion. D) personal appeals.

C

What advice would you give someone regarding overcoming resistance to your proposals? A) Do not listen to naysayers. B) Involve only those who are absolutely necessary in the change. C) Understand the reasons for resistance. D) Use at least three influence tactics.

C

What was the final stage that Tuckman added to his enhanced group development model? A) forming B) norming C) adjourning D) storming

C

Which of the following make up the three factors that researchers focus on to evaluate the level of creativity in the decision making process? A) fluency, flexibility, innovation B) agility, fluency, originality C) fluency, flexibility, originality D) originality, agility, innovation

C

Which of the following statements regarding organizational culture and its impact on the firm is accurate? A) Strong organizational cultures are always a strategic advantage. B) Having a culture that fits with the company leads to good company performance, but having a culture that does not fit has no impact. C) Organizational cultures that are hard to imitate can create a competitive advantage for a firm. D) Organizational culture is an effective control mechanism for dictating employee job attitudes.

C

Which of the following statements regarding team size and diversity is correct? A) The more diverse the team, the more likely the team is to engage in groupthink. B) The rule of thumb for team size is between 10 and 20 members. C) Teams that believe in the value of diversity perform better than those which do not. D) Teams whose members have complementary skills are less successful than those with specialized skills.

C

What are some of the key trends that produce challenges and opportunities for organizational behavior?

Change of average age in the workplace is both. Opportunity because millenials have technical ability, but challenge because there are still many baby boomers in the workplace who work differently than millennial. Other trends: sustainability, ethics, technology, etc.

How does a group differ from a team? A) A group is a cohesive coalition of people; a team is a collection of people. B) In a group, individuals have personal agendas. In a team, personal agendas are totally suppressed. C) Groups are smaller than teams. D) A group is often a collection of people working independently on their own goals; a team is assembled to accomplish complex goals.

D

Research indicates which of the following findings regarding negotiations is correct? A) Those who encounter anger during negotiation are likely to counter with an accommodation approach to negotiations. B) Though men have a greater tendency to negotiate in a salary situation, they are no more successful than women in securing an increase. C) Setting integrative goals is no more likely to improve the chances of arriving at an agreement than going into negotiations with adversarial goals. D) Individuals who were unable to negotiate a deal in previous negotiation situations tended to have lower outcomes in subsequent negotiations than those who had initially negotiated deals in the past.

D

Research on workplace stressors indicates A) role conflict is the strongest predictor of poor performance. B) when role ambiguity is low, new employees have a difficult time fitting into their new organizations. C) role conflict hurts job performance, but role overload has little impact on job performance. D) the fragmented fashion in which we work due to information overload impacts mental acuity and creativity.

D

Social loafing A) declines as group size increases. B) develops when a perception of inequity in regard to rewards and/or blame arises in a group. C) is relatively rare within groups. D) is more frequent in the United States.

D

Strong cultures A) facilitate the changes that must occur in firms during mergers and acquisitions. B) outperform weak cultures regardless of the volatility of the environment. C) are no more difficult to change than weak cultures. D) are evidenced by consensus among employees on the values of the company.

D

The United Auto Workers (UAW) and Ford Motor Company were negotiating a new agreement to address the auto industry woes during a severe economic downturn. Ford offered to consider delaying layoffs if the UAW agreed to changes in contractual work rules related to the jobs bank. This negotiation suggests the use of what conflict handling style? A) avoidance B) collaboration C) accommodation D) compromise

D

Which of the following communication channels would be the most information-rich? A) Written letters. B) Handheld devices. C) E-mails. D) Videoconferencing.

D

Which of the following is a category of strategies that an individual can use to effectively manage their impression? A) personality B) social C) nonverbal D) all of the above

D

Which of the following is a guideline in determining whether a decision is ethical? A) Will I feel better or worse about myself after I make this decision? B) Does the decision break any organizational rules? C) Is the decision fair? D) All of the above

D

Which of the following is the order Tuckman proposes for group development stages? A) forming, norming, storming, performing, and adjourning B) forming, storming, performing, norming, and adjourning C) forming, performing, storming, norming, and adjourning D) forming, storming, norming, performing, and adjourning

D

Which of the following statements is true regarding leadership and culture? A) Ninety-eight percent of all leadership studies confirm cultural differences are small. B) The applicability of leadership theories to other cultures is a consistent finding in the research literature. C) Only decisiveness is a universal leadership trait. D) Given the differences between cultures, a sensitivity to those differences and the ability to adapt style to circumstances are needed in global leaders.

D

Which of the following statements regarding the Zimbardo study is correct? A) The experimental guards received training before they were told to keep order. B) The guards became abusive and aggressive, but the prisoners exhibited little reaction. C) Study participants refused to adapt to their roles. D) The Zimbardo study was ended early due to the participant's deep entrenchment of the roles.

D

Which of the following statements regarding traits and leadership is accurate? A) All traits are equally effective in predicting leadership potential across organizations. B) In large, bureaucratic organizations, leader traits have more impact on behavior than in a small, entrepreneurial organization. C) Traits have an equal impact on leader emergence and leader effectiveness. D) Recognition of leader traits can help select appropriate managers for organizations.

D

Which of the following would be a good piece of advice to offer a company that is trying to enhance organizational creativity? A) Ensure team stability by keeping team membership intact for extended periods of time. B) Reduce task significance. C) Increase task conflict from moderate to high. D) Incorporate creative behavior into the performance appraisal process.

D

Work that flows offers A) opportunities for a large number of breaks. B) the employee little opportunity to comment on the task at hand. C) high pay. D) opportunities to use skills possessed by the employee.

D

McClelland's acquired needs theory has been assessed in various cultures. Choose a country with whose culture you have some familiarity. Describe some key aspects of the culture and which of the three needs might be most prevalent among residents of the country. Provide a rationale for your suggestions.

David McClelland proposed that an individual's specific needs are acquired over time and are shaped by one's life experiences. Nationalism in Germany, punctuality, manners, etc.

Describe transactional leadership.

Ensures that employees demonstrate the right behaviors because the leader provides resources in exchange

T/F: If a variety of knowledge, skills, and abilities is needed, if feedback from different organizational groups is needed, if tasks are largely independent, and if wide cooperation is needed to achieve mutual goals, then a team is needed.

False

T/F: In House's path-goal theory, the leader's style is viewed as fixed and the environment changes; Fiedler's theory assumes just the opposite.

False

T/F: In divisional structures, employees tend to be more specialists than generalists.

False

T/F: Interpersonal conflicts should be centered around individual differences, not ideas, to avoid conflict escalation.

False

T/F: Marissa is generally a few minutes late for class. She feels that "class will be there, why rush?" Marissa always thinks through how to address problems that arise for her rather than responding first and thinking later. Marissa has a Type A personality.

False

T/F: Nordstrom's has a lengthy employee handbook full of rules and regulations designed to emphasize quality in customer service.

False

T/F: Onboarding activities in a firm produce higher levels of job satisfaction in new employees but have little impact on their organizational commitment long term.

False

T/F: People speak much faster than they hear words.

False

T/F: Research suggests that when it comes to dealing with conflict, managers are more likely to engage in avoiding, accommodating or compromising styles than their subordinates.

False

Mario has been the cost accountant for a large manufacturing company for ten years. Over his ten-year tenure, Mario has been an outstanding employee. In fact, twice during that time period, Mario was named "Employee of the Year." However, over the past four months, Mario's manager, Marielle, has begun to notice changes in his behavior. Interactions with Mario are often unpleasant. Last week Marielle told Mario about a new project that will begin in one month for which he was named team leader. He did not take the news well, complaining bitterly to Marielle about the amount of work that he had, the extra hours that he is expected to put in with no addition in pay, the nature of the individuals on the teams of which he is a part, and just about everything else happening in the firm. Yesterday, Marielle asked him a question about a project that is to be completed by Friday of this week and received the same lengthy complaints. She is stunned by this behavior since no one else voiced such opinions before, and is attempting to discern its root cause so that Mario can return to his former levels of performance. Marielle overheard two junior level accountants talking about Mario's son being in trouble at school and also heard in the cafeteria last week that Mario's wife is suffering from a prolonged illness. Using attribution theory, help Marielle provide a preliminary explanation for the behavior as she prepares to counsel Mario.

He is using external attribute. He is letting his issues at home spill over into work, so she needs to let him have some time to sort out his personal issues, and then things will most likely fall back into line.

What are the three levels of culture?

Inner: assumptions that are taken for granted, belief in human nature, and reality Middle: values or shared principles, standards, goals Outer: visible and tangible elements

General Motors, Ford and Daimler Chrysler are closing numerous factories and laying off thousands of employees. Based on the research on procedural justice, what recommendations could you make to the firms to be fair to those individuals?

Provide laid-off employees with advanced notice allow employees voice in decision making provide full explanations treat everyone in consistent manner

Using the process model of communications as a focal point, discuss how a manager might prepare for his first meeting as the new head of a marketing department.

Sender is the new manager, who must encode a message which he will send through a verbal medium. Employees are the receiver who will decode it before encoding their feedback.

Rosaline is the superintendent of a school district. A new board of directors, to whom she is responsible, has just been elected and the philosophical direction the board wishes to take varies from the direction Rosaline has taken the district over the past five years. Rosaline is going to tender her resignation. How can she do so gracefully?

She can tell management directly as opposed to going into behavior patterns such as absenteeism and poor OCB (organizational citizenship behaviors). She can also talk about how her turnover will not greatly affect the school because they will be able to find another superintendent that can align their beliefs to the philosophical direction of the new board. There will be no hard feelings from wither side if she chooses to resign directly to the board.

Describe a field study that Meredith could carry out in a 20-person customer service department of a firm to assess the impact a monetary bonus has on the speed with which a task is completed.

She could make all employees sign a confidentiality statement about pay and bonuses and randomly assign bonuses to certain employees in a department and to those who perform the same job. Before giving bonuses, she would need to make baseline observations about how employees regularly perform so she has something to compare it to. After randomly assigning bonuses, she could track their daily ouput over time and see if there are both short and long term effects. measured by responses generated, emails responded to, calls answered, etc.

Mateo is a 22-year-old accountant working in his first job at a major accounting firm in Philadelphia. When he is home in Virginia for a visit, he sits down for a chat with his father, who is a human resource director at a large manufacturing firm. Mateo tells his father how unhappy he is that he chose to work for the Philadelphia firm. As he does his job, he realizes this is not what he wants to do for the rest of his life. What advice can dad provide him to help him be a happier worker?

Tell him he should not feel obligated to force a person-environment fit in order to enjoy his job. If he doesn't enjoy it, and if he understands this job will not fulfill his life, then he can leave without feeling guilt or remorse because he would be worse off to decide to stay in a job he doesn't like.

Choose any two of the leadership theories presented in this chapter, define them and then compare and contrast the theories.

Trait theory: Big 5 personality, mental and emotional intelligence, self-esteem, integrity. Individual trait and leadership emergence Behavior theoriesL leaders tend to demonstrate task, or people oriented, behaviors. relationship b.w behaviors and leadership effectiveness. Style of leadership decision making

T/F: Cliff and Beth both received poor grades on their finance exam. Because of the fundamental attribution error, Cliff is more likely to blame his poor test grade on a bad instructor, but blame Beth's poor test grade on Beth's lack of effort studying for the test.

True

T/F: Convincing the opinion leaders in your organization of the need for organizational change is likely to be a more successful technique to ensure change than trying to get everyone on board at the same time.

True

T/F: If employees feel their organizations are too driven by politics, they are less committed to the organization and perform worse on the job.

True

Should personality tests be used in the employee selection process?

Turnover is expensive so it is critical to find the best fit. They should not be a key indicator but an aid. They are not perfect in indicating performance, but if you need a certain personality type because of morale or compatibility, then yes.

Alexandra is always impatient. She seems to run around the office completing this task and that. She is always the first one to work and the last to leave. Alexandra has a ________ ___ personality.

Type A

Think about a group that you belong or belonged to. Describe the phases of the Tuckman model that the group progressed through or the current phase at which it is now functioning.

forming - dependence on leader for guidance and direction storming - members vie for position in establishing themselves norming - agreement and consensus forms performing - strategically aware - knows what and why, over achieveing goals adjourning - break up, move on, fell good

A stressor that detracts from personal goals and prevents growth is a __________ stressor.

hindrance stressors

When you say, "I know I should have taken this car in for service when I first heard the noises, and now it's just quit on me," you are exhibiting the decision-making trap, _________ ________.

hindsight bias

Bill is a successful pharmaceutical salesman. His company has developed a new drug and has provided him the option of staying with his previous products or adding the new product to his account. Using expectancy theory, describe the thought process Bill would go through to decide which option to take.

individual motivation to put forth more or less effort is determined by a rational calculation in which individuals evaluate their situations. Will high level of effort lead to reward? Or is it too risky?

You are the new dean of the college of business administration at a major university. One of the first tasks you have undertaken is a review of the salaries of your non-tenured faculty members. You note that the OB instructor has similar credentials to the marketing instructor, but is paid $5,000 less per year for similar teaching duties. You are also aware that faculty members recently found out salaries of all instructors when the payroll office erroneously sent an email with that information attached. Based on your knowledge of equity theory, what reactions to the inequity might you expect, and how would you address them?

individuals are motivated by fairness, and if they identify inequities in the input or output ratios of themselves and their referent group, they will seek to adjust their input to reach their perceived equity. - dean must help teacher rationalize why he gets 5k less: maybe less work put into lesson plans, less time spent with teacher organizing content, or he has to give him a raise.

Two or more individuals who are associated with one another in ways not prescribed by the formal organization are a(n) _____________ _____________.

informal group

You are an instructor in an organizational behavior course. Discuss how you would prepare a lesson on motivation that would be equally effective for all students in the class whether they are auditory, kinesthetic or visual learners.

instruct by using multiple mediums. visual: charts/diagrams, auditory: lectures, videos, kinesthetic: hands on activities

Alemeda has just been hired by an aluminum maker to negotiate supply agreements between the aluminum firm and various international companies. What are some cultural issues that Alemeda should keep in mind as she begins negotiations?

recognize some cultures have a lower threshold for conflict than others. Japan and Korea want perfect harmony, but America and Germany tolerate is to work through issues. Negotiations are different between countries as well.

Words mean different things to different people; this is the concept of __________.

semantics

Choose a job. Using Hackman and Oldham's job characteristics model, analyze that job for its motivational properties. Comment on ways to enhance the job's motivational properties and potential.

skill variety: a lot or a little task identity: Extent to which a job involves doing a complete from beginning to end and identifiable piece of work with a visible outcome, as opposed to doing only a portion of the job. task significance: measure of impact that determines an extent to which an employee's measurable and identifiable task affects tasks of other employees within or outside their organization autonomy feedback

The Ringelmann effect, or ________ ________ is the tendency of individuals to put in less effort when working in a group context.

social loafing

You are a trained expert in interpreting the themes of responses to the TAT. You get the following story based on the respondent's viewing the TAT picture in your book: Jacqueline is a recent graduate of The University of Michigan, now employed as a marketing specialist at a Fortune 500 firm. She has just completed her first marketing campaign for the firm. The campaign was a major success. She is looking once more at the plaque the vice president of marketing awarded her to commemorate the campaign's success. Analyze this story to determine the key themes, and then indicate which of McClelland's needs seem most prevalent. Finally, briefly describe what the implications are for managing this employee.

trait activation is the process by which individuals express their traits when presented with trait-relevant situational cues. - themes: success, graduate of major research university, primary force hebind outstanding marketing campaign and recipient of commemoration plaque. Goal-oriented: graduate, coordinator. Feedback-oriented: enjoying plaque received. - McClelland theme: need for achievement. Managers constantly need to give her something to work towards.

What is a mentor?

trusted person who provides an employee with advice and support regarding career related matters

The ability to influence your boss and others in positions above you is ________ ________.

upward influence