Organizational Behavior Final Exam

The strength or weakness of a culture reflects the degree to which the culture produces year-over-year bottom-line growth. outperforms competitors. maintains market dominance. encourages competition among employees. energizes employees by clarifying appropriate behavior.

energizes employees by clarifying appropriate behavior.

Referent, expert, informational, and persuasive powers all contribute to psychological power. personal power. position power. authority. referent power.

personal power.

What is the reasoning behind role modeling? Having managers act out the role of the subordinate gives them a better understanding of the subordinate's feelings. A manager should select subordinates who are similar to him or her. Having subordinates act out the role of manager in contrived settings gives them a better understanding of directives. A leader behaves in the same way that he or she wants subordinates to behave. A leader is more likely to build referent power if he or she is sensitive to others' needs and feelings.

A leader behaves in the same way that he or she wants subordinates to behave.

A structural change affects all of the following EXCEPT performance appraisals. rewards. communication. decision making. All of these are affected by structural changes.

All of these are affected by structural changes.

The areas in which the pressures for change appear most powerful involve all of the following EXCEPT people. technology. information processing. competition. All of these are powerful pressures for change.

All of these are powerful pressures for change.

Each of the following reduces political behavior EXCEPT formal rules and procedures. open communication. acting as a good role model. confronting employees who act inefficiently, unethically, or irresponsibly. All of these can reduce political behavior.

All of these can reduce political behavior.

____ power exists when a person has the ability to punish or harm someone else. Legitimate Reward Coercive Expert Referent

Coercive

Which response to influence entails endorsing the influence attempt and becoming an actively involved participant? Passive resistance Commitment Compliance Active resistance Loyalty

Commitment

Which of the following does NOT contribute to the leadership motive pattern? High need for achievement High need for power High impulse control Low need for affiliation All of these contribute to the leadership motive pattern.

High need for achievement

____ power is derived from control over access to valuable data. Expert Reward Persuasive Informational Referent

Informational

In general, how do leaders exercise legitimate power? Issuing formal requests Maintaining credibility Making requests in a demanding tone Keeping aware of information that is relevant and that may be needed by the organization Keeping aware of subordinates' actions

Issuing formal requests

Which of the following describes the concept of empowerment? It occurs when no training is required for employees. It is the process of making decisions for employees, without their input. It is the process of sharing power and giving others the authority to make decisions. It is often exercised through rational persuasion. None of these are correct.

It is the process of sharing power and giving others the authority to make decisions.

____ power is granted by virtue of one's position in the organization. Legitimate Reward Coercive Expert Referent

Legitimate

_________ organizations are flexible and decentralized, have open communication channels, and focus on adaptability in helping employees accomplish their goals. Organic Mechanistic Matrix Simple Bureaucratic

Organic

Which of the following is NOT true of the use of data collected through the survey feedback process? Results should only be reviewed by top management. Results are returned to all levels of the organization. Results are used for solving problems. Results are used to identify problems. Results are aggregated by group or department.

Results should only be reviewed by top management.

Which of the following is NOT a type of personal power? Reward Persuasive Informational Expert Referent

Reward

Which of the following organizational sources of resistance occurs when decision-making authority is redistributed? Fear of the unknown Narrow focus of change Threatened power Habit Resource allocation

Threatened power

The utility and value of management development are not a proven fact. True False

True

The structure of an organization is defined as the basic purpose of the organization. the sum of the individual working arrangements in place in an organization. a system of task, reporting, and authority relationships. a system of relationships that provides a framework of people. the basis through which individual activities are monitored.

a system of task, reporting, and authority relationships.

An _________ is a physical manifestation of an organization's culture. enacted value espoused value artifact assumption experiential practice

artifact

Jobs grouped according to traditional business tasks such as marketing and human resources are grouped by work process. employee knowledge and skills. business function. client. location.

business function.

If a subunit's work __________, its power position decreases. can't be duplicated can be outsourced is specialized is hard to replace All of these are correct.

can be outsourced

When a firm uses _________, products are created on machines, and employees monitor those machines and implement changes. unit production mass production continuous production a primary production system a matrix structure

continuous production

If a business strategy and corporate culture are in conflict the __________ will win, regardless of the strength and effectiveness of the strategy. strategy organization employees culture None of these are correct.

culture

Transition management is the responsibility of an outside consultant. is the responsibility of the change agent. relieves the regular management team of its normal duties. halts business as usual during the change process. deals with the unintended consequences of change.

deals with the unintended consequences of change.

Employees often engage in grapevine conversations that can spread misinformation about a change in the organization in the absence of formal communication from the organization. pay increases. rewards. a holistic view. decision-making abilities regarding the change.

formal communication from the organization.

When introducing job changes, managers must consider all of the following EXCEPT the total work environment within which the job exists. whether the job changes require adjustments in other organizational components. how to limit what employees know about the changes. whether workers have, or can easily obtain, the newly required skills. who will design the changes.

how to limit what employees know about the changes.

An organization's culture of __________ reflects the extent to which majority members value efforts to increase minority representation, and whether the qualifications and abilities of minority members are questioned. diversity strategy conflict inclusion multiculturalism

inclusion

According to Fortune magazine, the most admired organizations are those that are the most profitable. successful. innovative. functional. improved.

innovative.

Rather than dealing openly with conflict, __________ conflict cultures resist conflict with tactics such as withholding information or withdrawing from contact with coworkers. dominating collaborative strategic avoidant passive-aggressive

passive-aggressive

Organization culture resists change for all of the following reasons EXCEPT it is typically communicated through stories and symbols. it embodies the basic values in the firm. it changes so frequently that employees begin to resist further change. it is often taken for granted. it involves changing basic assumptions.

it changes so frequently that employees begin to resist further change.

The structure of small organizations tends to be _________ than the structure found in large organizations. less flexible more centralized more bureaucratic less bureaucratic None of these are correct.

less bureaucratic

Techniques of political behavior include all of the following EXCEPT eliminating political rivals. building coalitions. leveraging technology. image building. controlling lines of communication

leveraging technology.

When there is a small span of control, there is likely to be an increase in the number of workers. less control over production workers. more administrative levels. less bureaucracy. looser managerial control.

more administrative levels.

The ________ shows all people, positions, reporting relationships, and lines of formal communication in the organization. objectives chart organizational chart position chart PERT chart activities chart

organizational chart

Smaller organizations with low standardization, total centralization, and mostly one-on-one communication have a matrix structure. functional structure. bureaucratic structure. prebureaucratic structure. lattice structure.

prebureaucratic structure.

Referent power involves all of the following EXCEPT trust. similarity. acceptance. promotions. affection.

promotions.

A person in the organization has the ability to given bonuses to employees as part of a corporate compensation program. This is an example of __________ power. referent legitimate reward expert coercive

reward

The values that make up organization culture are usually discussed among employees. popularized in the company. taken for granted. used as a strategic planning tool. celebrated on a monthly basis.

taken for granted.

Organizations with a _________ create horizontal or vertical teams that can define part or all of the organization. division structure team-based structure network structure virtual structure centralized structure

team-based structure

Formalization reflects the extent to which organizational rules, procedures, and communications are ethical. fair. written down. comprehensive. top-down.

written down.