Organizational Behavior: Final Exam Study Guide
According to Tuckman's five-stage theory of group development, during the "norming" stage, subgroups take shape and subtle forms of rebellion occur.
FALSE
According to situational theories, there is one best leadership style that suites every situation.
FALSE
Acronyms, manner of dress, awards, myths and stories told about the organization, published lists of values, and observable rituals are all examples of espoused values of an organization.
FALSE
Culture is primarily taught through formal teaching.
FALSE
The nonrational model of decision making assumes that managers leave emotions out of the decision-making process and possess complete information.
FALSE
Transformational leaders transform followers by creating changes in their _____.
GOALS AND ASPIRATION
Which of the following is an example of an external dimension of diversity?
INCOME
The _____ influence tactic involves referring to friendship and loyalty when making a request.
PERSONAL APPEAL
People from high-context cultures prefer:
TO COME TO AN AGREEMENT BY GENERAL TRUST
Which of the following is true about the transformational model of leadership?
TRANSFORMATIONAL LEADERS TEND TO HAVE PERSONALITIES THAT ARE LESS AGREEABLE AND EXTRAVERTED
Diversity is an issue of age, race, and gender.
TRUE
Mergers frequently fail due to incompatible cultures.
TRUE
Millennials are entitled, civic minded, and have close parental involvement.
TRUE
Observable artifacts such as special parking places, decorations, or ceremonies are physical manifestations of an organization's culture.
TRUE
Organizational culture is based on "taken-for-granted implicit assumptions."
TRUE
Organizational politics involves intentional acts of influence to enhance or protect the self- interests of individuals or groups.
TRUE
People from high-context cultures rely heavily on situational cues for meaning.
TRUE
Personality is the central layer of diversity and represents a stable set of characteristics responsible for a person's identity.
TRUE
Situational theories propose that leader styles should match the situation at hand.
TRUE
Nostra, Inc. is a company that develops video games. The company's primary vision is innovation and quick adaptation to the changing environment of the gaming industry. The CEO of the company values creativity and frequently urges her employees to think outside-the-box in order come up with the next big idea. Which of the following best describes Nostra's organizational culture?
ADHOCRACY
Marketing firms strive to ensure that people are aware of their products because people assume that if they have heard about certain products, the products will work well. Which of the following biases are the marketing firms trying to address?
AVAILABILITY HEURISTIC
_____ represents the notion that decision makers are restricted by a variety of constraints when making decisions.
BOUNDED RATIONALITY
Job satisfaction is typically highest in _____ cultures.
CLAN
A sales manager who threatens to fire any salesperson who uses a company car for personal purposes is relying on _____ power.
COERCIVE
The best possible influence outcome is _____ because the target person's intrinsic motivation energizes good performance.
COMMITTMENT
According to Ohio State researchers, which of the following sets are the two independent dimensions of leader behavior?
CONSIDERATION; INITIATING STRUCTURE
Which of the following is proposed by the garbage can model?
DECISION MAKING IS A SLOPPY AND HAPHAZARD PROCESS
The highest degree of empowerment is:
DELEGATION
An adhocracy culture strives to instill cohesion through consensus and job satisfaction and commitment through employee involvement.
FALSE
Educational background represents an internal dimension of diversity.
FALSE
Employment laws require organizations to reasonably accommodate employees' sincerely held religious practices even if doing so would impose an undue hardship on the employer.
FALSE
Gen Xers are patriotic, loyal, disciplined, and have respect for authority.
FALSE
In low-context cultures, agreements are made by general trust.
FALSE
Initiating structure involves leader behavior associated with creating mutual respect or trust and focuses on a concern for group members' needs and desires.
FALSE
Leadership and management are two activities that are synonymous.
FALSE
People from collectivist cultures tend to place shared community goals above individual desires and goals.
FALSE
Power is generally a negative force in organizations.
FALSE
Power sharing occurs when followers are granted authority to make decisions.
FALSE
Reward, coercive, and legitimate power tend to have a strong negative impact on job performance and job satisfaction.
FALSE
Role ambiguity occurs when others have inconsistent or conflicting expectations from the focal person.
FALSE
Sexual orientation represents an external dimension of diversity.
FALSE
The garbage can model of decision making holds that decision makers follow a sequential series of steps beginning with a problem and ending with a solution.
FALSE
Tracy is uncertain about entering into business negotiations before she has gotten to know her associates. She feels that trust needs to be established first. Tracy is probably from a(n) _____ culture.
HIGH-CONTEXT
Based on Hofstede's research, _____ reflects how loosely or closely a person is socially bonded.
INDIVIDUALISM-COLLECTIVISM
Which of the following is true about influence tactics?
INGRATIATING TACTICS CAN SLIGHTLY IMPROVE ONE'S PERFORMANCE APPRAISAL EVALUATIONS
Which of the following is a symptom of groupthink?
INHERENT MORALITY
As a manager Laurel has established a new work group to tackle a particular project. She has introduced all the members to each other and the group has elected a leader. However, lately Laurel has noticed that some group members are procrastinating on their duties. Two cliques have formed within the group and they are frequently arguing with and challenging the group leader's opinions. Which of the following stages of the group development process is Laurel observing?
STORMING
Which of the following types of leaderships engenders trust, seeks to develop leadership in others, exhibits self-sacrifice and serves as a moral agent?
TRANSFORMATIONAL LEADERSHIP
A formal group is formed by the organization to help accomplish organizational goals.
TRUE
The limitations of bounded rationality result in the tendency to acquire manageable rather than optimal amounts of information.
TRUE
The location of where you grew up can influence how information is processed and interpreted.
TRUE
The representativeness heuristic reflects the tendency to assess the likelihood of an event occurring based on one's impressions about similar occurrences.
TRUE
Transactional leadership focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance.
TRUE
Transformational leaders engage in individualized consideration, which includes behaviors such as sacrificing for the good of the group, being a role model, and displaying high ethical standards.
TRUE
Based on Hofstede's research, _____ reflects the extent to which people prefer structured versus unstructured situations.
UNCERTAINTY AVOIDANCE
Which of the following managerial implications underscores the support for transformational leadership?
EMPLOYEES AT ANY LEVEL IN AN ORGANIZATION CAN BE TRAINED TO BE MORE TRANSACTIONAL AND TRANSFORMATIONAL
_____ entails translating thoughts into a code or language that can be understood by others.
ENCODING
Which of the following steps in the rational model considers ethics, feasibility, and effectiveness of various choices?
EVALUATING ALTERNATIVES
You are a management consultant. A manager from Texaco asks you to summarize the best research evidence on the impact of French and Raven's five bases of power on job performance, job satisfaction, and turnover. Which of these would be a correct response?
EXPERT AND REFERENT POWER HAD A GENERALLY POSITIVE IMPACT THAN LEGITIMATE POWER
The use of heuristics increases the uncertainty inherent within the decision- making process.
FALSE
Rebecca e-mails a wedding invitation to her cousin Shawn. A few days later, she gets a reply saying that he can't make it to the wedding because he will not be able to get any vacation. In the communication process, Shawn's reply is an example of _____.
FEEDBACK
Transformational leaders:
FOCUS ON REWARDING AND PUNISHING PEOPLE DEPENDING ON THEIR PERFORMANCE
According to Tuckman's five-stage theory of group development, members tend to be uncertain and anxious about their roles, who is in charge and the group's goals in the _____ stage.
FORMING
A(n) _____ culture leads to the development of reliable internal processes, extensive measurement, and the implementation of a variety of control.
HIERARCHY
One of the key sets of leader behavior, referred to as _____, involves establishing an attractive vision of the future, the use of emotional arguments, and exhibition of optimism and enthusiasm.
INSPIRATIONAL MOTIVATION
Which of the following is true about transformational leadership?
IT FOSTERS HIGHER LEVELS OF EMPLOYEE ENGAGEMENT, TRUST, COMMITMENT, AND LOYALTY FROM FOLLOWERS
Which of the following is true about transactional leadership?
IT IS BASED ON USING REWARDS AND PUNISHMENT TO DRIVE MOTIVATION AND PERFORMANCE
Which of the following is true about an affirmative action?
IT IS VIEWED MORE POSITIVELY BY PEOPLE WHO ARE LIBERALS AND DEMOCRATS THAN CONSERVATIVES AND REPUBLICANS
Which of the following is true about the garbage can model?
IT PROPOSES THAT DECISIONS RESULT FROM A COMPLEX INTERACTION BETWEEN STREAMS OF EVENTS THAT ARE DEPENDENT ON EACH OTHER
Which of the following statements is true about diversity?
IT REPRESENTS THE MULTITUDE OF INDIVIDUAL DIFFERENCES AND SIMILARITIES THAT EXIST AMONG PEOPLE
Jim is the daytime supervisor for an automobile assembly line. He supervises forty-five workers who perform routine jobs that require minimal training. Which of the following suggests that Jim follows the transactional model of leadership?
Jim sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment.
Avoiding conflict, failing to assist employees, failing to give performance feedback, or being a hands-off leader are examples of the _____ model of leadership
LAISSEZ-FAIRE
Which of the following is true for leading versus managing?
LEADERS ARE CHARGED WITH IMPLEMENTING VISION AND STRATEGIC PLAN
_____ is defined as a process whereby an individual influences others to achieve a common goal.
LEADERSHIP
Women and minorities hired on the basis of affirmative action were found to experience _____.
MORE STRESS
Which of the following is true about organizational values?
ORGANIZATIONS ARE LESS LIKELY TO ACCOMPLISH CORPORATE GOALS WHEN EMPLOYEES PERCEIVE AN INCONSISTENCY BETWEEN THE ESPOUSED VALUES OF THE ORGANIZATION AND THEIR OWN PERSONAL EXPERIENCE
Which of the following is considered to be a soft influence tactic?
PERSONAL APPEAL
A core component of the empowerment process is:
PUSHING DECISION-MAKING AUTHORITY DOWN TO PROGRESSIVELY LOWER LEVELS
Adam tried to convince Ben that the sea is a saline solution by saying that sea water is salty. Which of the following influence tactics is Adam adopting?
RATIONAL PERSUASION
John leads a team of 10 sales persons. He informs the team members that the first member to achieve the year's target will be sent on an all expenses paid holiday to the Grand Canyon National Park. John is demonstrating _____ power.
REWARD
_____ is an example of an organizational dimension of diversity.
SENIORITY
The tendency for individual effort to decline as group size increases is referred to as _____.
SOCIAL LOAFING
Which of the following is an example of an organizational function of a formal group?
SOCIALIZE AND TRAIN NEWCOMERS
"Power in itself means nothing. I think power is the opportunity to really have an impact on your community." This statement reflects a preference for _____ power.
SOCIALIZED
_____ encompasses the fundamental managerial activities of setting goals, monitoring progress toward goal achievement, and rewarding and punishing people for their level of goal accomplishment.
TRANSFORMATIONAL LEADERSHIP
A group is two or more freely interacting individuals who share collective norms and goals and have a common identity.
TRUE
A market culture has an external focus and values control.
TRUE
According to a reanalysis of French and Raven's five bases of power, expert and referent power generally had a positive impact on job performance and job satisfaction.
TRUE
Communication will fail if any step in the communication process is disrupted or blocked.
TRUE
Consideration involves leader behavior associated with creating mutual respect or trust and focuses on a concern for group members' needs and desires.
TRUE
Cultural intelligence is the ability to accurately interpret ambiguous cross- cultural situations.
TRUE
Culture is defined as a set of beliefs and values about what is desirable and undesirable in a community of people, and a set of formal or informal practices to support the values.
TRUE
Decision making entails identifying and choosing solutions that lead to a desired end result.
TRUE
Delegation is the process of granting decision-making authority to people at lower levels.
TRUE
Employees are more likely to behave ethically when management behaves in a way that sets a good ethical example and keep its promises and commitments.
TRUE
Employees who are highly political run the risk of being called self-serving and losing their credibility.
TRUE
Exchange, coalition, and pressure tactics are examples of hard tactics.
TRUE
Social power is defined as the ability to marshal the human, informational, and material resources to get something done.
TRUE
Stereotypes potentially distort communication because their use causes people to misperceive and filter information.
TRUE
The Asch effect refers to the distortion of individual judgment by a unanimous but incorrect opposition.
TRUE
