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During the performing stage of team development, the group answers the question

"Can we do the job properly?"

During the performing stage of team development, the group answers the question _____

"Can we do the job properly?" During the performing stage the group asks, "Can we do the job properly?"

The question that individuals ask during the norming stage of group development is

"What do the others expect me to do?"

The question individuals ask during the norming stage of group development is _____

"What do the others expect me to do?" In the third stage, norming, conflicts are resolved, close relationships develop, and unity and harmony emerge. For individuals, the main issue is "What do the others expect me to do?"

The question the group is asking during the forming stage of group development is

"Why are we here?"

The question the group is asking during the forming stage of group development is _____

"Why are we here?" For the group, the question in the forming stage is "Why are we here?"

The most essential considerations in building a group into an effective team are

1) collaboration, (2) trust, (3) performance goals and feedback, (4) motivation through mutual accountability and interdependency, (5) composition, (6) roles, and (7) norms.

Five Basic Behaviors to Help You Better Handle Conflict

1. Openness State your views openly and honesty, not trying to disguise the real object of your disagreement. Look at the conflict as a way to better understand the situation and find a solution. Concentrate on identifying the problem and taking a problem-solving approach. 2. Equality Treat the other's status and ideas as equal to yours, allowing that person time to completely express his or her opinions. Evaluate all ideas fairly and logically, without regard to ownership. 3. Empathy Try to experience the other person's feelings and point of view, showing you are truly listening by using such expressions as "I appreciate how you feel. ..." 4. Supportiveness Let the other person know you want to find a resolution that will benefit you both. Describe the specifics you have difficulty understanding, without evaluating or judging them. Support the other person's position when it makes sense to do so. 5. Positiveness Be positive about the other person and your relationship. Express your willingness to work toward a resolution that will be feasible for everyone.

4 Ineffective Reactions to Decision Making

1. Relaxed avoidance - doing nothing believing no negative consequences will occur 2. relaxed change - easiest way out with low risk; -satisficing a manager realizes that complete inaction will have negative consequences but opts for the first available alternative that involves low risk 3. defensive avoidance - inability to create solutions which leads to not make a decision 4. panic -doing anything to get rid of the problem-

. The model that requires a manager to assess her own style and her situational control is A. Fiedler's contingency model. B. shared leadership model. C. Hersey-Blanchard's situational leadership model. D. House's path-goal theory. E. charismatic leadership theory.

According to Kotter, companies manage complexity in which of the following ways? A. Organizing resources B. Motivating people C. Lobbying the government D. Innovating new products E. Setting a direction

Faruk is something of a cheerleader around his team. He describes the great things he knows the group can accomplish, is quick to complement the work of his staff, and is so enthusiastic about their successes. According to revised path-goal theory, Faruk is using a(n) ______ leadership style. A. value-based B. path-goal clarifying C. interaction facilitation D. achievement-oriented E. relationship-oriented

In the contingency model, if your leadership orientation does not match the situation in your workplace, Fiedler recommends that you A. try to move to a more suitable situation. B. alter your leadership style. C. take management classes to improve your power. D. get an assistant with the preferred orientation. E. gradually change the makeup of your subordinates.

Jay's peers were surprised when he received a promotion and suddenly became their supervisor. They thought he was rather unreliable and weren't sure he was up to the task. According to the contingency model, Jay has A. poor leader-member relations. B. weak position power. C. poor worker facilitation. D. low task structure. E. unsuccessful leadership adaptation.

The ______ leadership approaches attempt to determine the distinctive styles used by effective leaders. A. behavioral B. servant C. shared D. trait E. contingency

The three least used influence tactics, according to a recent survey of employees, are A. legitimating, coalition tactics, and pressure tactics. B. inspirational appeals, rational persuasion, and consultation. C. rational persuasion, pressure tactics, and exchange. D. rational persuasion, coalition tactics, and upward appeals. E. inspirational appeals, coalition tactics, and pressure tactics.

Tim leads a task force developing specifications for a new customer database to be used by several departments. Tim is an IT supervisor, but most of the others are directors of other departments. At the first meeting, a few of them asked him questions he couldn't answer. According to the contingency model, Tim's situational control likely A. is low. B. is moderate. C. is high. D. is extremely high. E. cannot be determined from the information.

When Melinda saw Carrie stuffing her purse with expensive printer cartridges, Carrie was quick to say, "We've been friends since first grade, so I'm sure you won't say anything about this." This is an example of using a(n) A. personal appeal. B. legitimating tactic. C. pressure tactic. D. coalition tactic. E. exchange tactic.

Which of the following is one of the traits of a credible leader identified by Kouzes and Posner? A. Honest B. Relationship-oriented C. Competitive D. Extroverted E. Driven

gainsharing

A Scanlon plan is a type of ______ compensation plan.

team

A _______ is defined as a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.

formal group

A group that is created to do something productive for the organization and is headed by a leader is called a(n) _____.

pay for performance

A sales commission is an example of a ______ compensation plan.

Reactions

A simple model of motivation does not include which of the following?

cross-functional team

A team composed of people from different departments who are pursuing a common objective is called a _____.

Task Significance

A technician who is responsible for keeping a hospital's electronic equipment in working order has higher ____________ than a person wiping down cars in a carwash.

action team

A work team that works to accomplish tasks that require people with specialized training and a high degree of coordination is called a(n) _____.

task

A(n) ______ role is behavior that concentrates on getting the team's work done.

Terrence is a supervisor working with Sophie on a project. He continually discounts her contributions, ideas, and often criticizes her. Terrence is engaging in: A) workplace incivility. B) in-group thinking. C) conflict management. D) devil's advocacy. E) quid pro quo harassment.

A) workplace incivility. Feedback: Learning Objective: 11-02 Topic: Major Forms of Conflict Blooms: Apply AACSB: Analytic Level of Difficulty: Medium Page: 290 Explanation: Workplace incivility is defined as low-intensity deviant behavior intended to harm the target person in ways that violate norms of mutual respect.

The question the group is asking during the forming stage of group development is A. "Why are we here?" B. "What's next?" C. "Can we do the job properly?" D. "Why are we fighting about who does what?" E. "Can we agree on roles and work as a team?"

A. "Why are we here?"

Which of the following is the best way to manage virtual teams? A. Focus on what is accomplished, not hours or locations. B. When beginning with a virtual team, set the final deadline and reprimand any virtual team members who don't make the deadline. C. Because you don't have face-to-face contact, relay instructions via phone. D. Require each team member to keep their own personal record of the work that's been done as a team. E. Utilize employees on a global team around the clock.

A. Focus on what is accomplished, not hours or locations.

Which of the following is true of informal groups? A. Informal groups can advance the plans of formal groups. B. A temporary committee is an example of an informal group. C. Members of an informal group are assigned to it by the skills they possess. D. Informal groups have appointed leaders. E. Informal groups are primarily created to solve an organizational problem.

A. Informal groups can advance the plans of formal groups.

________ conflict is defined as interpersonal opposition based on personal dislike, disagreement, or differing styles. A. Personality B. Competitive C. Dysfunctional D. Communication E. Programmed

A. Personality

At Berk Architects, a group of designers are developing the first drawings for a proposed multi-use development in a revitalizing section of a large city. What type of work team is this group? A. Project team B. Production team C. Product team D. Action team E. Advice team

A. Project team

At Bremond Stafford Architects, a group of designers are developing the first drawings for a proposed multiuse development section of a large city that is being revitalized. What type of work team is this group? A. Project team B. Production team C. Product team D. Action team E. Advice team

A. Project team

In which of the following conditions should constructive conflict be stimulated? A. The group seems to be apathetic. B. Managers want to achieve work objectives. C. The group is adapting to change. D. Managers are in charge of self-managed teams. E. There is a lot of internal competition.

A. The group seems to be apathetic.

Which of the following is considered one of the most essential considerations in building a group into an effective team? A. Trust B. Promoting groupthink C. Organizational structure D. Market stability E. Size

A. Trust

Which of the following is a disadvantage of smaller groups? A. Unfair work distribution B. Autocratic leadership C. Lower morale D. Tendency to form cliques E. Tendency to take unreasonable risk

A. Unfair work distribution

Which of the following is a disadvantage of smaller groups? A. Unfair work distribution B. Autocratic leadership C. Lower morale D. Tendency to form cliques E. Tendency to take unreasonable risk

A. Unfair work distribution

Who are typical members of continuous improvement teams? A. Workers and supervisors B. Supervisors and managers C. Managers and agents representing competitors D. Managers and outside suppliers E. Customers and suppliers

A. Workers and supervisors

Who are typical members of continuous improvement teams? A. Workers and supervisors B. Supervisors and managers C. Managers and agents representing competitors D. Outside suppliers E. Customers and suppliers

A. Workers and supervisors

Kazimir has missed another deadline and his boss Carla is furious. She will have to explain to the client again why the project is behind. Carla thinks she may say something she'll regret if she talks to Kazimir about this now, so she decides to wait awhile. Carla is using the ______ conflict-handling style. A. avoiding B. collaborating C. compromising D. forcing E. accommodating

A. avoiding

Rachel missed another deadline and her boss Keri is very upset. She will have to explain to the client again why the project is behind. Keri thinks she may say something she'll regret if she talks to Rachel about this now, so she decides to wait awhile. Keri is using the ______ conflict-handling style. A. avoiding B. collaborating C. compromising D. forcing E. accommodating

A. avoiding

Becca asked Kevin, one of her team members, to purposefully think of and voice criticisms as the group discussed a popular idea to open a branch office in another state. This is an example of the use of A. devil's advocacy. B. groupthink. C. the dialectic method. D. storming. E. dysfunctional conflict.

A. devil's advocacy.

Keith asked Becky, one of his team members, to purposefully think of and voice criticisms as the group discussed a popular idea to open a branch office in another state. This is an example of the use of A. devil's advocacy. B. groupthink. C. the dialectic method. D. storming. E. dysfunctional conflict.

A. devil's advocacy.

Negative conflict is sometimes called ______ conflict. A. dysfunctional B. irregular C. destructive D. aggressive E. apathetic

A. dysfunctional

Dave sat through the meeting feeling convinced his team was misinterpreting recent marketing research, but he didn't say anything. The team leader was a close friend. Plus, he didn't want to disrupt the team since he perceived himself to be the only one with reservations. Dave's team appears to be experiencing A. groupthink. B. storming. C. social loafing. D. norming. E. devil's advocacy.

A. groupthink.

Pam sat through the meeting feeling convinced her team was misinterpreting recent marketing research, but she didn't say anything. The team leader was a close friend. Plus, she didn't want to disrupt the team since she thought she was the only one with reservations. Pam's team appears to be experiencing A. groupthink. B. storming. C. social loafing. D. norming. E. devil's advocacy.

A. groupthink.

Andrea led a team that has just finished up a very challenging research project that will assist management in developing long range plans. Despite the stress of the past few months, a few people now seem sad it's over. Now Andrea should A. have an awards ceremony. B. emphasize unity. C. get the group disbanded quickly to free people up for new things. D. provide opportunities for people to get to know each other better now. E. allow members to work on similar tasks.

A. have an awards ceremony.

Jerald led a team that has just finished up a very challenging research project that will assist management in developing long-range plans. Despite the stress of the past few months, most participants seem sad it's over. Now Jerald should A. have an awards ceremony. B. emphasize unity. C. get the group disbanded quickly to free people up for new things. D. provide opportunities for people to get to know each other better now. E. ensure those members can work on similar tasks going forward.

A. have an awards ceremony.

Since hard feelings about group leadership and assignments had passed, Phillip's group seemed to be relating much better. At the meeting tomorrow he should A. help the team identify group goals and values. B. encourage members to voice disagreements. C. help people get to know each other. D. empower the members. E. throw a party.

A. help the team identify group goals and values.

Since hard feelings about group leadership and assignments had passed, Elena's group recently seemed to be relating much better. At the meeting tomorrow she should take advantage of this moment by A. helping the team identify group goals and values. B. encouraging members to voice disagreements. C. helping people get to know each other. D. empowering the members. E. throwing a thank-you party.

A. helping the team identify group goals and values.

Someone at a team meeting who says, "Let's hear from those who oppose this plan" is performing a ______ role. A. maintenance B. social C. coordinator D. reorientation E. task

A. maintenance

Someone at a team meeting who says, "Let's hear from those who oppose this plan" is performing a ______ role. A. maintenance B. social C. coordinator D. reorientation E. task

A. maintenance

Dysfunction conflict is sometimes called ______ conflict. A. negative B. irregular C. destructive D. aggressive E. apathetic

A. negative

The stage during which a group sets guidelines about issues like attendance and punctuality is the ______ stage. A. norming B. storming C. forming D. adjourning E. performing

A. norming

The stage during which a group sets guidelines about issues like attendance and punctuality is the ______ stage. A. norming B. storming C. forming D. adjourning E. performing

A. norming

Members of a team develop their ______ based on the expectations of the team, of the organization, and of themselves. A. roles B. norms C. groupthink D. job descriptions E. social fit

A. roles

Members of a team develop their ______ based on the expectations of the team, of the organization, and of themselves. A. roles B. norms C. groupthink D. job descriptions E. social fit

A. roles

The group development stage in which individuals test the leader's policies and assumptions as they try to determine how they fit into the power structure is the ______ stage. A. storming B. norming C. performing D. forming E. adjourning

A. storming

Building collaborative teams is aided by combining role clarity with A. task ambiguity. B. groupthink. C. flexible performance standards. D. challenges to norms. E. devil's advocacy.

A. task ambiguity.

make sure pay levels, policies, and working conditions are reasonable

According to Herzberg's theory, the first thing managers of employees who dislike their jobs should do is to _____.

neither satisfied or dissatisfied

According to Herzberg's two-factor theory, in the zone between the motivating factors and the hygiene factors, employees are _____.

motivating

According to Herzberg's two-factor theory, only ______ factors can make employees satisfied with their jobs.

Relationships

According to Herzberg, which of the following is an example of a hygiene factor?

The work itself

According to Herzberg, which of the following is an example of a motivating factor?

taking attention away from real work

According to goal-setting theory, goal setting helps motivate you by doing all the following except _____.

power

According to the acquired needs theory, the desire to influence others is part of the need for _____.

_____ refers to avoiding costly lawsuits by resolving conflicts informally or through mediation or arbitration. Answers: Smoothing Alternative dispute resolution Value-added negotiation Dissention Preferential conflict settlement

Alternative dispute resolution Response Feedback: The intent of alternative dispute resolution (ADR), according to a pair of Canadian labor lawyers, is that it "uses faster, more user-friendly methods of dispute resolution, instead of traditional, adversarial approaches (such as unilateral decision making or litigation)."

In our class activity/quiz, each person made an estimate about the salary of a newly-hired engineer. Half of the class estimated a significantly higher salary than the other half of the class. This difference can be attributed to which decision-making trap?

Anchoring and Adjustment Trap

In ____, disputing parties agree ahead of time to accept the decision of a neutral arbitrator in a formal court-like setting, often complete with evidence and witnesses. Answers: Arbitration Mediation Peer review Facilitation Conciliation

Arbitration Response Feedback: Disputing parties agree ahead of time to accept the decision of a neutral arbitrator in a formal court-like setting, often complete with evidence and witnesses.

Which of the following is not a factor to help achieve team cohesiveness?

Assign a large team of 16 to 20. Factors to help achieve cohesiveness: (1) Keep the team small. (2) Encourage members' interaction and cooperation. (3) Emphasize members' common characteristics. (4) Strive for a favorable public image to enhance the team's prestige. (5) Give each member a stake in the team's success, or a "piece of the action." (6) Point out threats from competitors to enhance team togetherness. (7) Ensure performance standards are clear, and regularly update members on team goals. (8) Frequently remind members they need each other to get the job done. (9) Direct each member's special talents toward the common goals. (10) Recognize each member's contributions.

The extent to which a job allows an employee to make decisions about scheduling different tasks and deciding how to perform them is called _____.

Autonomy

five conflict-handling styles, or techniques, a manager can use for handling disagreements with individuals.

Avoiding - The benefit of this approach is that it buys time in unfolding and ambiguous situations. The weakness is that it provides only a temporary fix and sidesteps the underlying problem. Accommodating - The advantage of accommodating is that it encourages cooperation. The weakness is that once again it's only a temporary fix that fails to confront the underlying problem. Forcing - The advantage of forcing is speed: It can get results quickly. The disadvantage is that in the end it doesn't resolve personal conflict—if anything, it aggravates it by breeding hurt feelings and resentment. Compromising - The benefit of compromise is that it is a democratic process that seems to have no losers. However, since so many people approach compromise situations with a win-lose attitude, they may be disappointed and feel cheated. Collaborating - The strength of problem solving is its longer-lasting impact because it deals with the underlying problem, not just its symptoms. Its weakness is that it's very time-consuming. Nevertheless, problem solving is usually the best approach for dealing with groups and teams of people.

There are five conflict-handling styles, or techniques, a manager can use for handling disagreements with individual:

Avoiding—"Maybe the Problem Will Go Away" Avoiding is ignoring or suppressing a conflict. Avoidance is appropriate for trivial issues, when emotions are high and a cooling-off period is needed, or when the cost of confrontation outweighs the benefits of resolving the conflict. It is not appropriate for difficult or worsening problems. The benefit of this approach is that it buys time in unfolding and ambiguous situations. The weakness is that it provides only a temporary fix and sidesteps the underlying problem. Accommodating—"Let's Do It Your Way" An accommodating manager is also known as a "smoothing" or "obliging" manager. Accommodating is allowing the desires of the other party to prevail. As one writer describes it, "An obliging [accommodating] person neglects his or her own concern to satisfy the concern of the other party."100 Accommodating may be an appropriate conflict-handling strategy when it's possible to eventually get something in return or when the issue isn't important to you. It's not appropriate for complex or worsening problems. The advantage of accommodating is that it encourages cooperation. The weakness is that once again it's only a temporary fix that fails to confront the underlying problem. Forcing—"We Have to Do It My Way" Also known as "dominating," forcing is simply ordering an outcome, when a manager relies on his or her formal authority and power to resolve a conflict, but the needs of the other party are largely ignored. Forcing is appropriate when an unpopular solution must be implemented and when it's not important that others be committed to your viewpoint. The advantage of forcing is speed: It can get results quickly. The disadvantage is that in the end it doesn't resolve personal conflict—if anything, it aggravates it by breeding hurt feelings and resentment. Compromising—"Let's Split the Difference" In compromising, both parties give up something in order to gain something. Compromise is appropriate when both sides have opposite goals or possess equal power. But compromise isn't workable when it is used so often that it doesn't achieve results—for example, continual failure to meet production deadlines. Compromise, says one writer, sometimes represents "the mistaken idea that any agreement is better than no agreement."101 The benefit of compromise is that it is a democratic process that seems to have no losers. However, since so many people approach compromise situations with a win-lose attitude, they may be disappointed and feel cheated. Collaborating—"Let's Cooperate to Reach a Win-Win Solution That Benefits Both of Us" Problem solving, or integrating, is about collaboration. In this style, the manager strives to confront the issue and cooperatively identify the problem, generating and weighing alternatives and selecting a solution. Problem solving is appropriate for complex issues plagued by misunderstanding. It is inappropriate for resolving conflicts rooted in opposing value systems.

. ______ have a global mind-set that recognizes that the Internet is opening new markets and recharging existing ones. A. Situational leaders B. E-leaders C. Shared leaders D. Transactional leaders E. Web-based leaders

. _______ is about coping with complexity and ______ is about coping with change. A. Middle management; top management B. Management; leadership C. Attitude; perception D. Leadership; management E. Perception; attitude

According to House's revised path-goal theory, a leader's style should vary depending on which of the following? A. Positional power B. Environmental factors C. Situational control D. Organizational readiness E. Leader-member relations

Amanda leads a task force charged with restructuring the order-processing system in the organization. The task force is composed of her peers over whom she has little control, and some of whom do not seem to respect her. According to the contingency model, Amanda should adopt a(n) ___________ leadership style. A. employee-centered B. task-oriented C. relationship-oriented D. participatory E. initiating structure

Emily is outgoing, warm and truly inspirational when she talks about where she wants to lead her division. Her employees seem eager to do anything she asks. Emily has ______ power. A. legitimate B. referent C. reward D. coercive E. expert

Employees at Kearns Seafood were really impressed with the new CEO, Jane. She was the first person who had fully developed a vision for the company about where it could go, and had energized everyone to try to get there. Jane is a ______ leader. A. servant B. transformational C. transactional D. shared E. laissez-faire

Javier, the CEO of a small travel company, treated company resources as if they were his own, and his employees even better. He cared about the staff deeply and even organized international volunteering activities to promote their growth. Javier could best be described as which type of leader? A. Situational B. Servant C. Laissez-faire D. Shared E. Transactional

Organizations may apply trait theory by A. considering the relationships among employees. B. using management development programs. C. hiring only from top-ranked business schools. D. doing a job audit. E. empowering the HR department.

Power deriving from one's personal attraction is called ______ power. A. legitimate B. referent C. reward D. coercive E. personalized

The ______ approach to leadership attempts to identify distinctive characteristics that account for the effectiveness of leaders. A. attribute B. trait C. behavior D. quality E. contingency

The influence tactic most likely to result in the enthusiastic commitment of employees is A. legitimating tactics. B. consultation. C. ingratiating tactics. D. coalition tactics. E. personal appeals.

The power that managers have resulting from their formal positions within organizations is called ______ power. A. referent B. legitimate C. reward D. coercive E. expert

The questionnaire used in Fiedler's model to determine leadership orientation is called the A. Myers-Briggs type inventory. B. least preferred coworker scale. C. tolerance of ambiguity questionnaire. D. Type A behavior scale. E. path-goal survey.

Trey was put on probation for a string of customer complaints about his service and professionalism. His supervisor was using ______ power. A. coercive B. personalized C. referent D. reward E. expert

Viviana supervises a group of customer service representatives. Viviana is respected and well-liked by her staff, and she has worked hard to make sure all of them know how to do the job very well. She is responsible for all staffing and reward decisions in her department. In the contingency model, Viviana has A. low task structure. B. high situational control. C. low leader-member relations. D. low position power. E. high expert power.

Which of the following is a contingency approach to leadership? A. Michigan model B. Path-goal leadership model C. Servant leadership model D. Ohio State model E. Leader-member exchange model

______ leadership is most likely to be needed when people work in teams, are involved in complex projects, or are doing knowledge work. A. Transformational B. Shared C. Transactional D. Servant E. Charismatic

Which of the following is the first step involved in added-value negotiation? A) Identify options B) Clarify interests C) Design alternative packages D) Explore innovative solutions E) Select a panel of trustworthy coworkers

B) Clarify interests Feedback: Learning Objective: 11-07 Topic: Negotiating Blooms: Understand AACSB: Analytic Level of Difficulty: Medium Page: 303 Explanation: During added-value negotiation (AVN), the negotiating parties cooperatively develop multiple deal packages while building a productive long-term relationship. AVN consists of these five steps: clarify interests, identify options, design alternative deal packages, select a deal, and perfect the deal.

Robbie wants to ensure that he can be eligible for the annual dance competition by attending his dance classes regularly. However, his mom has forbidden him from practice sessions until his yearly exams are over. Robbie and his mom are experiencing a(n): A) controversy. B) conflict. C) communication barrier. D) generation gap. E) ego clash.

B) conflict. Feedback: Learning Objective: 11-01 Topic: A Modern View of Conflict Blooms: Apply AACSB: Analytic Level of Difficulty: Medium Page: 286 Explanation: Conflict is a process in which one party perceives that its interests are being opposed or negatively affected by another party.

With regard to the alternative dispute resolution (ADR) techniques to resolve organizational conflicts, a mediator differs from an arbitrator in that the mediator: A) establishes direct communication between the disputing parties. B) does not render a decision. C) is well versed in relevant laws and case precedents. D) makes decisions that will be binding. E) remains objective.

B) does not render a decision. Feedback: Learning Objective: 11-06 Topic: Managing Conflict Blooms: Remember AACSB: Analytic Level of Difficulty: Medium Page: 301 Explanation: Unlike an arbitrator, a mediator does not render a decision. It is up to the disputants to reach a mutually acceptable decision.

Which of the following is a characteristic of a continuous improvement team? A. A built-in part of any effective organizational group B. A type of advice team C. Requires assigned membership D. Emerged from self-managed team concept E. Encourages high empowerment

B. A type of advice team

Which of the following is a characteristic of a continuous improvement team? A. A built-in part of any effective organizational group. B. A type of advice team. C. Requires assigned membership. D. Emerged from self-managed team concept. E. Encourages high empowerment.

B. A type of advice team.

______ is the conflict-handling style that strives to devise solutions that benefit both parties. A. Avoiding B. Collaborating C. Compromising D. Forcing E. Accommodating

B. Collaborating

______ strives to devise solutions that benefit both parties. A. Avoiding B. Collaborating C. Compromising D. Forcing E. Accommodating

B. Collaborating

Which of the following is NOT a benefit of teamwork in an organization? A. Increased speed B. Decreased stress C. Reduced costs D. Improved workplace cohesiveness E. Reduced destructive internal competition

B. Decreased stress

Which of the following is not a benefit of teamwork in an organization? A. Increased speed B. Decreased stress C. Reduced costs D. Improved workplace cohesiveness E. Reduced destructive internal competition

B. Decreased stress

Which of the following is characteristic of work groups with too little conflict? A. Dissatisfaction B. Indecision C. Political infighting D. Lack of teamwork E. Turnover

B. Indecision

Which of the following is characteristic of workgroups with too little conflict? A. Dissatisfaction B. Indecision C. Political infighting D. Lack of teamwork E. Turnover

B. Indecision

Which of the following is a disadvantage of larger groups? A. Less creativity and innovation B. Less commitment C. More division of labor D. Fewer resources E. Fewer cliques

B. Less commitment

Which of the following is a disadvantage of larger groups? A. Less creativity and innovation B. Less commitment C. More division of labor D. Fewer resources E. Fewer cliques

B. Less commitment

______ is designed to elicit different opinions without inciting people's personal feelings. A. Groupthink B. Programmed conflict C. Social loafing D. Storming E. Dysfunctional conflict

B. Programmed conflict

______ is designed to elicit different opinions without inciting people's personal feelings. A. Groupthink B. Programmed conflict C. Social loafing D. Storming E. Dysfunctional conflict

B. Programmed conflict

Which of the following is NOT a reason to enforce norms? A. To clarify role expectations B. To create a written document of behavioral guidelines for new employees C. To help the group survive D. To emphasize the group's important values E. To help individuals avoid embarrassing situations

B. To create a written document of behavioral guidelines for new employees

Which of the following is not a reason to enforce norms? A. To clarify role expectations. B. To create a written document of behavioral guidelines for new employees. C. To help the group survive. D. To emphasize the group's important values. E. To help individuals avoid embarrassing situations.

B. To create a written document of behavioral guidelines for new employees.

________ is defined as reciprocal faith in others' intentions and behaviors. A. Cooperation B. Trust C. Cohesiveness D. Unity E. Fairness

B. Trust

Hannah is on a team with Carson, and they are often in conflict. Hannah likes to begin her work with careful planning and she gets started immediately. Carson, on the other hand, likes trying out several ideas, and tends to be working frantically at the last minute. Their team conflict most likely stems from A. time pressure. B. a personality clash. C. communication failure. D. ambiguous jurisdictions. E. inconsistent goals.

B. a personality clash.

The conflict-handling style in which a person allows the desires of another to prevail is known as A. forcing. B. accommodating. C. avoiding. D. collaborating. E. compromising.

B. accommodating.

The conflict-handling style in which a person allows the desires of another to prevail is known as A. forcing. B. accommodating. C. avoiding. D. collaborating. E. compromising.

B. accommodating.

Self-managed teams are groups of workers who have been given ______ for their task domains. A. individual incentives B. administrative oversight C. reduced responsibility D. complete freedom E. no technology

B. administrative oversight

During the forming stage, the leader should A. establish permanent control. B. allow people to socialize. C. empower team members. D. encourage disagreement. E. work through team conflicts.

B. allow people to socialize.

During the forming stage, the leader should A. establish permanent control. B. allow people to socialize. C. empower team members. D. encourage disagreement. E. work through team conflicts.

B. allow people to socialize.

The disadvantage of the ______ conflict-handling style is that it is very time consuming. A. avoiding B. collaborating C. compromising D. forcing E. accommodating

B. collaborating

The disadvantage of the ______ conflict-handling style is that it is very time consuming. A. avoiding B. collaborating C. compromising D. forcing E. accommodating

B. collaborating

Toyota's automobile recall problems may have been rooted in the difference between Japanese and American attitudes about A. ambiguity. B. conflict. C. advocacy. D. division of labor. E. performance.

B. conflict.

A group that is created to do something productive for the organization and is headed by a leader is called a(n) A. dynamic group. B. formal group. C. normative group. D. informal group. E. network group.

B. formal group.

When members of a group are friendly and tight-knit but unable to disagree enough to properly appraise alternatives, they are said to be experiencing A. paradigm paralysis. B. groupthink. C. social loafing. D. the dialectic method. E. devil's advocacy.

B. groupthink.

Almost every day at 11:30, Tara and four of her coworkers met to walk the wilderness trail behind their office building. This is an example of a(n) A. continuous improvement team. B. informal group. C. self-managed team. D. virtual team. E. formal group.

B. informal group.

In all but the worst weather, Laura and four of her coworkers met each day at 12:15 to walk the wilderness trail behind their office building. This is an example of a(n) A. continuous improvement team. B. informal group. C. self-managed team. D. virtual team. E. formal group.

B. informal group.

During the ______ stage of team development, close relationships develop and unity and harmony emerge. A. storming B. norming C. performing D. forming E. adjourning

B. norming

During the ______ stage of team development, close relationships develop and unity and harmony emerge. A. storming B. norming C. performing D. forming E. adjourning

B. norming

Carlie, Clarke and Armando met once a week for several months in the fall to decide how to reorganize their department work spaces when the organization moved to a new building in January. This is an example of a A. top management team. B. problem-solving team. C. cross-functional team. D. virtual team. E. continuous improvement team.

B. problem-solving team.

Luis, Kennedy, and Jennifer met once a week for several months in the fall to redesign department work spaces, to be implemented when the organization moved to a new building in January. This is an example of a A. top management team. B. problem-solving team. C. cross-functional team. D. virtual team. E. continuous improvement team.

B. problem-solving team.

Marielle points out during the meeting that the group has fallen a half hour behind schedule according to the agenda, and should get back to the important work at hand. She is performing a ______ role. A. relational B. task C. maintenance D. social E. production

B. task

Vanita points out during the meeting that the group has fallen a half hour behind schedule according to the agenda, and should get back to the important work at hand. Vanita is performing a ______ role. A. relational B. task C. maintenance D. social E. production

B. task

. ______ power results from one's specialized information. A. Legitimate B. Referent C. Expert D. Reward E. Coercive

According to a BusinessWeek summary of management studies, men score better than women do on A. fostering communication. B. producing high-quality work. C. strategic planning. D. motivating others. E. listening to others.

According to the concept of full-range leadership, leadership behaviors vary along a range from ______ leadership at one extreme to transformational leadership at the other. A. transactional B. shared C. laissez-faire D. servant E. charismatic

According to the contingency model, a relationship-oriented leadership style works best in ______ situations. A. low control B. high control C. moderate control D. uncontrolled E. both high and low control

Erdem manages his employees through a careful monitoring of their production, comparing what they do to predicted schedules and desired budgets. Erdem can best be described as a(n) ______ leader. A. production-oriented B. charismatic C. job-centered D. transformational E. employee-centered

Fiedler's contingency leadership model determines if a leader's style is A. transactional or transformational. B. directive, supportive, participative, or achievement-oriented. C. task-oriented or relationship-oriented. D. telling, selling, participating, or delegating. E. charismatic or non-charismatic.

House's revision of his theory puts more emphasis on the need for leaders to foster A. concrete rewards. B. stress management techniques. C. intrinsic motivation. D. an external locus of control. E. personal growth in management knowledge.

In the leadership-member exchange model, the relationship between leader and follower that is characterized by mutual trust, respect, and liking is known as A. preferred coworker exchange B. servant exchange C. in-group exchange D. special exchange E. socialized exchange

Kojika supervises a customer service unit that receives stress-producing calls from unhappy customers, and turnover has been high lately. Kojika is kind and patient with the staff, and tells them she knows what they're going through since it wasn't so long ago that she took those calls. According to revised path-goal theory, Kojika is using a(n) ______ leadership style. A. work facilitation B. interaction facilitation C. supportive D. achievement-oriented E. value-based

Lorenzo supervises the pool of word processors serving all the lawyers at the firm. He gets along well with his people, and has worked hard to create detailed procedures for every type of legal document the typists might encounter. Lorenzo hires and fires, and gives work assignments, performance appraisals, and promotions. According to the contingency model, the optimal leadership style is A. transformational. B. team management. C. task-oriented. D. relationship-oriented. E. consideration.

Of the following, which is the best way for leaders to cope with change? A. Problem-solving B. Lobbying the government C. Aligning people D. Virtual planning E. Watching current trends

Using threats or intimidation to persuade someone is which influence tactic? A. Legitimating B. Ingratiating C. Pressure D. Exchange E. Personal appeals

Which of the following is NOT advice from career coach Richard Knowdell for staying ahead in the workplace of tomorrow? A. Develop new and diverse capacities B. Anticipate, adapt to and embrace change C. Focus on workplace learning rather than the classroom D. When considering a job or industry, don't rely on reputation E. Develop your communication skills

Which of the following is NOT positively associated with transformational leadership, according to research? A. Employee job satisfaction B. More employee identification with their immediate work groups C. Lower levels of internal competition D. Higher levels of group cohesion E. More work engagement

In which of the following conflict-handling styles do interested parties confront the issue and cooperatively identify the problem, generate and weigh alternatives, and select a solution? A) Compromising B) Avoiding C) Integrating D) Obliging E) Dominating

C) Integrating Feedback: Learning Objective: 11-05 Topic: Managing Conflict Blooms: Remember AACSB: Analytic Level of Difficulty: Easy Page: 298 Page: 299 Explanation: According to conflict specialist Afzalur Rahim's model of the five different conflict-handling styles, in the integrating (problem solving) style, interested parties confront the issue and cooperatively identify the problem, generate and weigh alternatives, and select a solution.

Which of the following is NOT a primary consideration in building a group into an effective team? A. Cohesiveness B. Groupthink C. Autocratic structure D. Performance goals and feedback E. Size

C. Autocratic structure

Which of the following is NOT one of the stages of group and team development? A. Norming B. Storming C. Reforming D. Adjourning E. Performing

C. Reforming

Which of the following is not one of the stages of group and team development? A. Norming B. Storming C. Reforming D. Adjourning E. Performing

C. Reforming

Which of the following is an important aspect when creating a self-managed team? A. Lessen the authority and autonomy that is granted. B. Require participation to be outside of normal working hours. C. Use some form of team compensation. D. Allow workers to simply do their own thing. E. Require voluntary only membership.

C. Use some form of team compensation.

To prevent groupthink, a manager should A. reinforce how capable the group is. B. never admit errors to outsiders. C. bring in outside experts for fresh perspectives. D. encourage everyone to "get with the team." E. express high confidence in the group's previous decisions.

C. bring in outside experts for fresh perspectives.

In the performing stage of group development, members A. prepare for disbandment. B. develop close relationships. C. concentrate on solving problems. D. test the leader's policies. E. hold back to see what will happen.

C. concentrate on solving problems.

Workplace performance is maximized when A. conflict is absent. B. conflict is at a very low level. C. conflict is at a moderate level. D. conflict is at a high level. E. conflict occurs only at nonmanagerial levels.

C. conflict is at a moderate level.

A team composed of people from different departments who are pursuing a common objective is called a A. quality circle. B. problem-solving team. C. cross-functional team. D. virtual team. E. work force.

C. cross-functional team.

The principal by-product of the norming stage of team development is A. adjournment. B. uncertainty. C. group cohesiveness. D. conflict. E. empowerment.

C. group cohesiveness.

The principal by-product of the norming stage of team development is A. adjournment. B. uncertainty. C. group cohesiveness. D. conflict. E. empowerment

C. group cohesiveness.

Administrative oversight given to self-managed teams does NOT include A. planning B. scheduling work C. implementing change D. monitoring performance E. staffing

C. implementing change

Administrative oversight given to self-managed teams does not include A. planning. B. scheduling work. C. implementing change. D. monitoring performance. E. staffing.

C. implementing change.

Tension was thick in the room as the management team discussed changes to promotion requirements. But then Chris made a joke about Jake's white-knuckled grip on his pen, and the laughter seemed to improve the mood. Chris was acting in a ______ role. A. relational B. task C. maintenance D. social E. production

C. maintenance

The atmosphere in the room was tense and somewhat negative as the management team discussed changes to promotion requirements. But then Eterio made a joke about Ryan's white-knuckled grip on his pen, and the laughter seemed to improve the mood. Eterio was acting in a ______ role. A. relational B. task C. maintenance D. social E. production

C. maintenance

Perry was part of a 15-person grounds beautification committee, and among its responsibilities were monthly parking lot cleanup and weekly patio sweeping. He was a part of the committee at his boss's request but had never actually helped with anything. This is likely an example of A. storming. B. devil's advocacy. C. social loafing. D. procrastinating E. adjourning.

C. social loafing.

There were 17 people on the grounds maintenance committee, and among its responsibilities were monthly parking lot cleanup and weekly patio sweeping. Alex was a part of the committee at his boss's request, but had never actually helped with anything. This is likely an example of A. storming. B. devil's advocacy. C. social loafing. D. procrastinating. E. adjourning.

C. social loafing.

Groups that make it through storming generally do so because A. they develop groupthink. B. someone wins the political battle and dominates the group. C. someone besides the leader challenges the group to resolve power struggles. D. the work gets done. E. the focus generally is on social loafing.

C. someone besides the leader challenges the group to resolve power struggles.

A _______ is defined as a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves accountable. A. cross-functional team B. group C. team D. panel E. formal groupe

C. team

Individuals are said to be cooperating when A. they have reciprocal faith in others' intentions and behaviors. B. they have a sense of togetherness and unity. C. their efforts are systematically integrated to achieve a collective objective. D. their motivation comes from a desire to please a supervisor or the seeking of a tangible reward. E. they have ceased to be competitive with one another and prefer harmony.

C. their efforts are systematically integrated to achieve a collective objective.

bounded rationality

Cognitive limitations that constrain one's ability to interpret, process, and act on information. suggests that the ability of decision makers to be rational is limited by numerous constraints

We discussed a study in which people for and against the death penalty read high-quality articles for and against the death penalty. The ____________ trap lead people to ______________ their beliefs about the death penalty

Confirming Evidence Trap; Strengthen

_____ is a process in which one party perceives that its interests are being opposed or negatively affected by another party. Answers: Groupthink Conflict Ostracism Cross-functionalism Groupshift

Conflict Response Feedback: Conflict is a process in which one party perceives that its interests are being opposed or negatively affected by another party.

Maslow's hierarchy of needs McClelland's acquired needs theory Deci and Ryan's self determination theory Herzberg's two factor theory

Content perspectives, also known as need-based perspectives, include all except which one of the following theories?

Jeremy felt that it was important to include a department head from each area of the company in the decision to purchase an additional warehouse. What type of team does Jeremy want to form?

Cross-functional designed to include members from different areas within an organization, such as finance, operations, and sales. Cross-functional teams can serve any purpose, they can be work teams or project teams, and their assignment can be long- or short-term.

A leader who focuses on providing increased service to others is called a A. charismatic leader. B. transformational leader. C. transactional leader. D. servant leader. E. situational leader.

According to Frederick Smith, chairman and CEO of FedEx, the primary task of leadership is to A. ensure progressive control and problem solving. B. align resources within the organization. C. inspire trust among all levels of employees. D. communicate the vision and values of an organization. E. oversee the success of an organization

Acting humble or friendly or making someone feel good or important before making a request are influence tactics known as A. coalition tactics. B. inspirational appeals. C. consultation. D. ingratiating tactics. E. personal appeals.

In assessing how much situational control he has, a manager should consider which of the following? A. Amount of socialized power B. Subordinate readiness C. Level of transformation D. Amount of task structure E. Ability of staff

In recent studies, the generic influence tactic that employees cite as most used in the workplace is A. legitimating. B. ingratiation. C. coalition. D. rational persuasion. E. pressure.

Leadership is the ability to ______ employees to pursue organizational goals. A. force B. reward C. request D. influence E. compensate

Michael runs a research and development department. He gets a lot out of his employees by setting lofty goals and expressing his belief that each of them is capable of doing his or her part. He expects their best work. According to revised path-goal theory, Michael is using a(n) ______ leadership style. A. representation & networking B. interaction facilitation C. supportive D. achievement-oriented E. work facilitation

MySpace founders Anderson and DeWolfe could best be described as which type of leaders? A. Leader-member exchange B. Situational C. Servant D. Shared E. Transactional

The ______ model of leadership emphasizes that leaders have different sorts of relationships with different subordinates. A. servant B. contingency C. Michigan D. LMX E. trait

The amount of influence a leader has in his immediate work environment is called his A. coercive power. B. leadership style. C. readiness. D. situational control. E. task structure.

Which of the following is a characteristic of transformational leaders? A. They are better in stable situations. B. They clarify employees' roles. C. They set goals and monitor progress toward their achievement. D. They encourage people to do exceptional things. E. They provide rewards in exchange for subordinates doing the work.

Which of the following is a tip to be a successful e-leader? A. Follow the strategy you set B. Be a transactional leader C. Minimize "off-line" time with team members D. Use global English E. Use videoconferencing as frequently as possible

______ studies reveal that visionary and inspirational charismatic leaders who are good team builders generally are most effective worldwide. A. Servant leader B. E-leadership C. Contingency model D. GLOBE project E. Full-range approach

A study of over 1,600 ethnic majority (in-group) and ethnic minority (out-group) students on contact hypothesis revealed that: A) any type of interaction, short of actual conflict, reduced stereotyping. B) the more the members of different groups interacted, the less intergroup conflict they experienced. C) contact over time increased the desire for social distance in the out-group. D) contact reduced the prejudice of the minority out-group on the majority in-group. E) the quality of the contacts was not as important as the time the in-group and out-group spent in contact.

D) contact reduced the prejudice of the minority out-group on the majority in-group. Feedback: Learning Objective: 11-03 Topic: Major Forms of Conflict Blooms: Understand AACSB: Reflective Thinking AACSB: Diversity Level of Difficulty: Medium Page: 293 Explanation: A study of over 1,600 ethnic majority (in-group) and ethnic minority (out-group) students from Germany, Belgium, and England revealed that contact did reduce prejudice. Those in the out-group were more reluctant to engage or contact the in-group. Moreover, contact had no effect on reducing prejudice of the minority out-group on the majority in-group.

According to a laboratory study, _____ produced more potential solutions and made better recommendations for a case problem when compared to the dialectic method. A) arbitration B) consensus decision making C) the contact method D) devil's advocacy E) unprogrammed conflict

D) devil's advocacy Feedback: Learning Objective: 11-05 Topic: Managing Conflict Blooms: Remember AACSB: Analytic Level of Difficulty: Easy Page: 297 Explanation: A laboratory study showed that devil's advocacy produced more potential solutions and made better recommendations for a case problem than did groups using the dialectic method.

During the performing stage of team development, the group answers the question A. "Can we agree on roles and work as a team?" B. "Why are we here?" C. "Why are we fighting?" D. "Can we do the job properly?" E. "Who's in charge?"

D. "Can we do the job properly?"

The question individuals ask during the norming stage of group development is A. "How do I fit in here?" B. "What's next?" C. "How can I best perform my role?" D. "What do the others expect me to do?" E. "What's my role here?"

D. "What do the others expect me to do?"

Which of the following is an advantage of larger groups? A. Higher morale B. More effective interaction C. Greater boldness D. Able to take advantage of division of labor E. Less social loafing

D. Able to take advantage of division of labor

Which of the following is most likely to be considered an action team? A. A group of scientists working on a new cancer drug. B. All workers on the night shift of a plastics manufacturing facility. C. An advisory council on teacher development for a school district. D. An airline cockpit crew. E. An information-technology improvement task force.

D. An airline cockpit crew.

When issues causing conflict are trivial, or when emotions are high and a cooling-off period would be helpful, which conflict-handling style is preferable? A. Collaborating B. Forcing C. Accommodating D. Avoiding E. Compromising

D. Avoiding

When issues causing conflict are trivial, or when emotions are high and cooling off would be helpful, which conflict-handling style is preferable? A. Collaborating B. Forcing C. Accommodating D. Avoiding E. Compromising

D. Avoiding

Which of the following is an advantage of larger groups? A. Higher morale B. More effective interaction C. Greater boldness D. Can take advantage of division of labor E. Less social loafing

D. Can take advantage of division of labor

Jinhai's team was not making much progress on defining a new production process. Maria was being very uncooperative; she did not agree with the direction Jinhai was taking, so she hadn't helped with her part. This team is in what stage of group development? A. Performing B. Forming C. Adjourning D. Storming E. Norming

D. Storming

Yuan's team was not making much progress on the development of a new production process. Linnea was being very uncooperative; she did not agree with the direction Yuan was taking, so she hadn't helped with her part. This team is in what stage of group development? A. Performing B. Forming C. Adjourning D. Storming E. Norming

D. Storming

Which of the following is a characteristic of transformational leaders?

D. They encourage people to do exceptional things.

Nordstrom's department store chain emphasizes the great lengths to which it goes in customer service, an example of which of these reasons to enforce norms? A. To clarify role expectations B. To help the group survive C. To create cohesiveness D. To emphasize the group's important values E. To help individuals avoid embarrassing situations

D. To emphasize the group's important values

Nordstrom's department store chain emphasizes the great lengths to which it goes in customer service, an example of which of these reasons to enforce norms? A. To clarify role expectations. B. To help the group survive. C. To create cohesiveness. D. To emphasize the group's important values. E. To help individuals avoid embarrassing situations.

D. To emphasize the group's important values.

Which of the following is an important aspect when creating a self-managed team? A. Lessen the authority and autonomy that is granted B. Require participation to be outside of normal working hours C. Allow workers to simply do their own thing D. Use team bonuses E. Require voluntary only membership

D. Use team bonuses

Which of the following is a manifestation of excessive conflict in the workplace? A. Apathy B. Lack of creativity C. Missed deadlines D. Violence E. Indecision

D. Violence

Which of the following is a manifestation of excessive conflict in the workplace? A. Apathy B. Lack of creativity C. Missed deadlines D. Violence E. Indecision

D. Violence

A work team that works to accomplish tasks that require people with specialized training and a high degree of coordination is called a(n) A. production team. B. project team. C. development team. D. action team. E. advice team.

D. action team.

When using a self-managed team, a manager should A. maintain detailed monitoring of its performance. B. create the team within whatever structure currently exists. C. offer lucrative individual bonuses. D. allow members to hire their own co-workers. E. provide elaborate retreats for team discussions.

D. allow members to hire their own co-workers.

When using a self-managed team, a manager should A. maintain detailed monitoring of its performance. B. create the team within whatever structure currently exists. C. offer lucrative individual bonuses. D. allow members to hire their own coworkers. E. provide elaborate retreats for team discussions.

D. allow members to hire their own coworkers.

Malia told her team that she is moving forward with a change to the bonus structure, despite vocal objections from several team members. Malia is using the ______ conflict-handling style. A. avoiding B. collaborating C. compromising D. forcing E. accommodating

D. forcing

Sasha told her team that she is moving forward with a change to the bonus structure, despite vocal objections from several team members. Sasha is using the ______ conflict-handling style. A. avoiding B. collaborating C. compromising D. forcing E. accommodating

D. forcing

Peer pressure which leads group members to question the loyalty of other members who express dissent is a symptom of A. social loafing. B. norming. C. devil's advocacy. D. groupthink. E. storming.

D. groupthink.

Peer pressure, which leads group members to question the loyalty of other members who express dissent, is a symptom of A. social loafing. B. norming. C. devil's advocacy. D. groupthink. E. storming.

D. groupthink.

In managing virtual workers, a manager should A. give directions only by phone or in person. B. make sure the worker is keeping to a fixed schedule of hours. C. let employees work using their own expectations of how to do their jobs. D. meet regularly, face to face. E. initiate change quickly.

D. meet regularly, face to face.

A data processing group is an example of a(n) A. routine team. B. action team. C. advice team. D. production team. E. project team.

D. production team.

A data processing group is an example of a(n) A. routine team. B. action team. C. advice team. D. production team. E. project team.

D. production team.

Abel, whose primary job is supervising a small production group, is not getting cooperation from all members on the cross-functional team he leads. In particular, Samantha, a marketing manager, seems to resist his direction. The source of conflict in this can be A. time pressure. B. a personality clash. C. communication failure. D. status differences. E. ambiguous jurisdictions.

D. status differences.

Ken, whose primary job is supervising a small production group, is not getting cooperation from all members on the cross-functional team he leads. In particular, Bethany, a marketing manager, seems to resist his direction. The source of conflict in this cause may be A. time pressure. B. a personality clash. C. communication failure. D. status differences. E. ambiguous jurisdictions.

D. status differences.

A ______ role is behavior that concentrates on getting the team's work done. A. maintenance B. performance C. administrative D. task E. production

D. task

A ______ role is behavior that concentrates on getting the team's work done. A. maintenance B. performance C. administrative D. task E. production

D. task

Group

Defined as (1) two or more freely interacting individuals who (2) share norms, (3) share goals, and (4) have a common identity

Which of the following calls for managers to foster a structured debate of opposing viewpoints prior to making a decision? Answers: Devil's advocacy Peer review Dialectic Smoothing Arbitration

Dialectic Response Feedback: Dialectic method calls for managers to foster a structured debate of opposing viewpoints prior to making a decision.

When using punishment, a manager should _____.

Do it in conjunction with positive reinforcement.

norming

During the ______ stage of team development, close relationships develop and unity and harmony emerge.

negative

Dysfunctional conflict is sometimes called ______ conflict.

A transactional leader is most similar in focus to a A. charismatic leader. B. transformational leader. C. servant leader. D. situational leader. E. manager.

According to Fiedler's contingency model, ______ situation control favors a leader who is ______ oriented. A. low; relationship B. low; transformational C. moderate; task D. high; transformational E. moderate; relationship

According to Kotter, management and leadership are considered to be A. opposing forces. B. causal; here, management causes leadership. C. equivalent to one another. D. almost entirely unrelated. E. complementary to each other.

April congratulated her staff when the team received an industry award for their project, and also sent a company-wide email announcing it. Here, April is using her ______ power. A. personalized B. referent C. coercive D. expert E. reward

Bonita apologized to one of her subordinates for an email that upset him. She told him she may have chosen an unfortunate way of stating her idea, and that she'd be happy to talk it through with him. Bonita is A. using a personal appeal. B. initiating structure. C. practicing shared leadership. D. exercising personalized power. E. expressing consideration behavior.

Brent brought his proposal to Allison even before the meeting saying, "I'm sure you have some ideas on this and we could try to get them incorporated upfront." Brent is using which influence tactic? A. Legitimating tactics. B. Inspirational appeals. C. Ingratiating tactics. D. Personal appeals. E. Consultation.

Charismatic leadership is now considered part of ______ leadership. A. transactional B. shared C. laissez-faire D. servant E. transformational

Liz is trying to lead a cross-functional team, but she is having some issues. Most members were other department managers at her level, and they saw no reason to do what she told them to. Here, Liz has A. low tolerance for ambiguity. B. high task structure. C. weak referent power. D. poor leader-member relations. E. weak position power.

One of three dimensions of situati` 1onal control in the contingency leadership model, ______ is the extent to which tasks are routine, unambiguous, and easily understood. A. job mastery B. task identity C. position power D. job design E. task structure

The approach to leadership that suggests that effective leadership behavior depends on the situation at hand is the ______ approach. A. trait B. transformational C. circumstantial D. behavioral E. contingency

The model in which an effective leader clarifies how subordinates can achieve personal and organizational objectives and provides them support in doing so is A. Greenleaf's servant leadership model. B. Hersey and Blanchard's situational leadership model. C. Leader-member exchange model. D. Fiedler's contingency model. E. House's path-goal model.

Which of the following alternative dispute resolution (ADR) techniques is the most difficult to implement and of high cost to a company? A) Peer review B) Conciliation C) Facilitation D) Ombudsman E) Arbitration

E) Arbitration Feedback: Learning Objective: 11-06 Topic: Managing Conflict Blooms: Remember AACSB: Analytic Level of Difficulty: Easy Page: 300 Page: 301 Page: 302 Explanation: The following ADR techniques represent a progression of steps third parties can take to resolve organizational conflicts. They are ranked from easiest and least expensive to most difficult and costly: facilitation, conciliation, peer review, ombudsman, mediation, and arbitration.

Which of the following situations could lead to intergroup conflict? A) Moby loudly calls his colleague Ritchie "a total dunce" during a meeting. B) Ricky continuously mimics his friend Sam who has a stuttering problem. C) David makes fun of Aaron's accent while talking to the team. D) Freya is always competing with her friend June whenever she gets the chance even if they are on different projects. E) Rose belongs to the licensing team and does not like people from other teams talking to her teammates.

E) Rose belongs to the licensing team and does not like people from other teams talking to her teammates. Feedback: Learning Objective: 11-03 Topic: Major Forms of Conflict Blooms: Apply AACSB: Analytic Level of Difficulty: Medium Page: 292 Explanation: In-group thinking sows the seeds for intergroup conflict; in-groups view outsiders as a threat.

Traditionally, managers dealt with personality conflicts by: A) using penalties for misconduct. B) giving diversity training. C) providing constructive feedback. D) acting as caring and courteous role models. E) transferring one party.

E) transferring one party. Feedback: Learning Objective: 11-02 Topic: Major Forms of Conflict Blooms: Remember AACSB: Analytic Level of Difficulty: Medium Page: 292 Explanation: Traditionally, managers dealt with personality conflicts by either ignoring them or transferring one party. Other ways to reduce conflict and its negative effects include having an organizational culture that places a high value on respect for co-workers. This requires managers and leaders to act as caring and courteous role models and provide constructive feedback. Diversity training and penalties for misconduct also would help.

Which of the following is a way managers can enhance team cohesiveness? A. Giving every group member a vital role B. Providing team members precise instructions for their tasks C. Creating a relatively large team D. Assigning members randomly to teams E. Allowing off-the-job social events

E. Allowing off-the-job social events

Which of the following is an advantage of smaller groups? A. Fewer distractions B. More formalized team leadership C. More creativity and innovation D. More division of labor E. Better interaction and coordination

E. Better interaction and coordination

E. Better interaction and morale

Which of the following is a way managers can enhance team cohesiveness? A. Isolating the group from the actions of competitors or other threats. B. Providing team members precise instructions for their tasks. C. Creating a relatively large team. D. Assigning members randomly to teams. E. Emphasizing members' common characteristics.

E. Emphasizing members' common characteristics.

______ is a "we feeling" that binds group members together. A. Maintenance B. Groupthink C. Norming D. Social loafing E. Group cohesiveness

E. Group cohesiveness

______ is a "we" feeling that binds group members together. A. Maintenance B. Groupthink C. Norming D. Social loafing E. Group cohesiveness

E. Group cohesiveness

Which of the following is a source of conflict in the workplace? A. Excessive communication B. Strict job boundaries C. Too many resources D. Lack of diversity E. Inconsistent goals

E. Inconsistent goals

Which of the following is a source of conflict in the workplace? A. Excessive communication B. Strict job boundaries C. Too many resources D. Lack of diversity E. Inconsistent goals

E. Inconsistent goals

______ is the process of having two people or groups play opposing roles in a debate in order to better understand a proposal. A. Storming B. Positive conflict C. Devil's advocacy D. Groupthink E. The dialectic method

E. The dialectic method

Megan came to her boss with a proposal for a new Minolta copier. Daniel tells her that he has always used and liked Xerox copiers, but when he thinks about it later he realizes he does not feel really strongly about it. Daniel should adopt a(n) ______ conflict-handling style. A. avoiding B. collaborating C. compromising D. forcing E. accommodating

E. accommodating

Travis proposed the purchase of a new Minolta copier to his boss. Amir said that he has always used and liked Xerox copiers, but when he thinks about it later he realizes he does not really feel strongly about it. Amir should adopt a(n) ______ conflict-handling style. A. avoiding B. collaborating C. compromising D. forcing E. accommodating

E. accommodating

Trust is based on _______, which can be enhanced by showing professionalism, technical ability, and good business sense. A. cooperation B. cohesiveness C. unity D. honesty E. credibility

E. credibility

Beth organized several teachers to discuss the school painting scheduled for summer. They looked at several brands, and heard a presentation by a designer who then helped them choose a color palette to recommend to school administrators. In this instance, the teachers make up a(n) A. self-managed team. B. virtual team. C. cross-functional team. D. informal group. E. formal group.

E. formal group.

Jane organized several teachers to discuss the school's interior painting scheduled for summer. They looked at several brands, and heard a presentation by a designer who then helped them choose a color palette to recommend to school administrators. In this instance, the teachers make up a(n) A. self-managed team. B. virtual team. C. cross-functional team. D. informal group. E. formal group.

E. formal group.

Two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity are called a A. cluster. B. self-managing work team. C. collaborative unit. D. quality circle. E. group.

E. group.

The ______ stage of team development is characterized by the emergence of individual personalities and roles and conflicts within the group. A. norming B. forming C. adjourning D. performing E. storming

E. storming

A team that consists of members who interact by computer network to collaborate on projects is called a(n) A. remote team. B. e-team. C. self-managed team. D. informal team. E. virtual team.

E. virtual team.

A team that consists of members who interact by computer network to collaborate on projects is called a(n) A. remote team. B. problem-solving team. C. self-managed team. D. informal team. E. virtual team.

E. virtual team.

You may compare your ratio of inputs to outputs to the ratio of others at your place of employment in a process described by ______ theory.

Equity

______________ focuses on employee perceptions as to how fairly they think they are being treated compared with others.

Equity Theory

After struggling with the accounting training, Peter is unsure whether he can complete the end-of-year financial reporting with no errors in the time allotted. In this case, Peter is low on the ______ element of expectancy theory.

Expectancy

Belief that a particular level of effort will lead to a particular level of performance.

Expectancy

According to expectancy theory, the primary elements that determine how willing an employee is to work hard at tasks important to an organization, those that relate effort, performance, and outcomes, are _____.

Expectancy, Instrumentality, and valence

Team member interdependence

Extent to which team members rely on common task-related team inputs, and the amount of interpersonal interactions needed to complete the work

Passive leaders inspire trust in their followers because they express their integrity by being consistent, single-minded, and persistent in pursuit of their goal.

T or F: Adaptive, flexible organizational cultures are less likely to foster transformational leadership than bureaucratic ones.

T or F: Narcissistic leaders tend to bring out the best work behaviors in others.

T or F: Reward power results from managers' authority to punish their employees.

Christine has a charismatic personality, which gives her personalized power

FALSE A charismatic personality is likely to yield referent power, which is power deriving from one's personal attraction.

According to a study, nearly twice as many men as women aspire to be CEO.

FALSE A study by a New York research firm found that 55% of women and 57% of men aspire to be CEO, challenging the notion that more women aren't at the top because they don't want to be there.

Apple's Steve Jobs is a transactional leader.

FALSE A transformational leader inspires motivation by offering an agenda, a grand design, an ultimate goal—in short, a vision. Apple Computer's Steve Jobs had a vision of developing an "insanely great" desktop computer.

According to GLOBE research, a perfectionist leader is universally disliked.

FALSE According to Table 14.4, the universally negative leader attributes are loner, asocial, noncooperative, irritable, nonexplicit, egocentric, ruthless, and dictatorial.

A recent study shows that male executives are better than female executives at producing high-quality work.

FALSE According to studies (see Table 14.3), women were found to be better at producing quality work, recognizing trends, and generating new ideas and acting on them.

For e-leadership, it is essential to use latest communication technology like blogs and, web and videoconferencing.

FALSE Among the tips on e-leadership offered by Dan McCarthy is to use technology but don't get too caught up in it. Even with web conferences, videoconferences, and blogs, the best technology for virtual teamwork may still be the telephone.

Leader behaviors are one of the contingency factors in the path-goal leadership model.

FALSE As Figure 14.2 indicates, two contingency factors, or variables—employee characteristics and environmental factors—cause some leadership behaviors to be more effective than others according to path-goal theory.

In leader-member exchange, an out-group exchange is characterized by mutual trust, respect, and a sense of common fates.

FALSE In the in-group exchange, the relationship between leader and follower becomes a partnership characterized by mutual trust, respect and liking, and a sense of common fates.

One of the ways companies manage complexity is by aligning people.

FALSE Instead of organizing and staffing (management functions), leaders are concerned with aligning people, Kotter says. That is, they communicate the new direction to people in the company who can understand the vision and build coalitions that will realize it.

Leadership is the ability to require employees to pursue organizational goals

FALSE Leadership is the ability to influence employees to voluntarily pursue organizational goals.

Employees at any level can be trained to be more transactional, but transformational leadership is possible only among top managers.

FALSE Not just top managers but employees at any level can be trained to be more transactional and transformational.

Studies among employees reveal that pressure tactics are most commonly used to influence others in the workplace.

FALSE On a pair of studies, employees were asked how they got someone at work to do what they wanted. The two most used tactics were rational persuasion and inspirational appeals.

Power that is directed at helping oneself is called self-serving power

FALSE People who pursue personalized power—power directed at helping oneself—as a way of enhancing their own selfish ends may give the word "power" a bad name.

Peter Drucker recommends using bold "I" language rather than "we" in the workplace to improve leadership effectiveness.

FALSE Peter Drucker recommends that you think and say "we" rather than "I" and consider the needs and opportunities of the organization before thinking of your own opportunities and needs.

Gaining commitment as a response to an influence tactic is most likely to occur when pressure tactics are used

FALSE Research shows that of the three possible responses to an influence tactic—enthusiastic commitment, grudging compliance, and outright resistance—commitment is most apt to result when the tactics used are consultation, strong rational persuasion, and inspirational appeals, which are all soft tactics.

A shared leader focuses on providing increased service to others rather than to him or herself.

FALSE Shared leadership is a simultaneous, ongoing, mutual influence process in which people share responsibility for leading.

Reminding someone of past favors or offering to trade favors as a method to influence him is known as using coalition tactics.

FALSE The generic influence tactic called exchange tactics is reminding someone of past favors or offering to trade favors. Example: "Since I backed you at last month's meeting, maybe you could help me this time around."

Use of positional authority to influence others is a key characteristic of a servant leader.

FALSE The use of persuasion rather than positional authority to influence others is one of ten characteristics of a servant leader (see Table 14.8).

In the contingency leadership model, a person's leadership orientation is measured on a questionnaire called the most preferred leader scale.

FALSE To determine a person's leadership orientation, the contingency model has a questionnaire known as the least preferred co-worker (LPC) scale.

In the contingency leadership model, filling out the least preferred co-worker (LPC) questionnaire helps you to assess situational control.

FALSE To find out if you are task-oriented or relationship-oriented, you fill out a questionnaire (known as the least preferred co-worker, or LPC, scale). The three dimensions of situational control are leader-member relations, task structure, and position power.

The best type of leader for a rapidly changing situation is a transactional one.

FALSE Transactional leaders are best in stable situations. What's needed in rapidly changing situations, as is often the case in many organizations today, is a transformational leader.

A leader who focuses on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance is called a transformational leader.

FALSE Transactional leadership is focusing on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance.

The leader-member exchange model presupposes stable and uniform relationships between leaders and followers.

FALSE Unlike other models, which presuppose stable relationships between leaders and followers, the LMX model assumes each manager-subordinate relationship is unique (what behavioral scientists call a "vertical dyad").

Many people at Duke Aficionados go to Ben rather than the IT department when they're having computer problems; he is just so efficient and friendly about helping out and is extremely knowledgeable. Here, Ben has referent power.

FALSE expert power

According to Maslow, office parties, company softball teams, and management retreats provide self-actualization needs. (True, False)

False

In the contingency leadership model, the most important component of situational control is position power.

False

One's power comes as part of one's job; it is the right to perform or command

False

Reinforcement theory attempts to explain behavior change by suggesting that behavior with negative consequences tends to be repeated, whereas behavior with positive consequences tends not to be repeated. (T,F)

False

Reward power results from managers' authority to punish their employees

False

The acquired needs theory states that three needs—achievement, affiliation, and money—are the major motives determining people's behavior in the workplace. (True, False)

False

The model that requires a manager to assess her own style and her situational control is _____.

Fiedler's contingency model

____ is the model that requires a manager to assess her own leadership orientation and the level of her situational control.

Fiedler's contingency model

have needs beyond that of earning a paycheck

For managers, the importance of Maslow's contribution is that he showed that workers _____.

Jen's department has been assigned the task of developing new flavors for the company's line of soft drinks. This is an example of a(n) _______ group.

Formal group created to accomplish specific goals. A formal group is a group assigned by organizations or its managers to accomplish specific goals. A formal group may be a division, a department, a work group, or a committee. It may be permanent or temporary. In general, people are assigned to them according to their skills and the organization's requirements.

Which of the following actions is recommended for managers to minimize intergroup conflict? Answers: Formal resolution of difficult conflicts with the help of hired counselors. Passive withdrawal from the problem. Active suppression of the issue. Generation of ideas based on personal preference or political interests. Minimization of differences and emphasis on similarities to please the other party.

Formal resolution of difficult conflicts with the help of hired counselors. Response Feedback: Managers need to refer difficult conflicts to human resource specialists or hired counselors for formal resolution attempts and other interventions.

Stages of group and team development in the correct order

Forming Storming Norming Performing Adjourning

Match the stage of the group and team development with its description.

Forming - getting oriented & getting acquainted Storming - individual personalities & roles emerge Norming - conflicts resolved, relationships develop, unity emerges Performing - solving problems & completing the assigned task adjourning - preparing for disbandment

Describe the stages of group development. For each, discuss what questions the individual asks at that stage, and what the leader should do to facilitate it.

Forming: the process of getting oriented and acquainted. People ask, "Why are we here?" Leaders should help people get to know each other. Storming: individual personalities and roles emerge, and conflict begins. People ask, "Why are we fighting over who does what and who's in charge?" Leaders should encourage people to speak out with ideas and disagreements and to work through their conflicts. Norming: conflicts are resolved, close relationships develop, and unity and harmony emerge. People ask, "Can we agree on roles and work as a team?" Leaders should emphasize unity and help the team identify goals and values. Performing: members solve problems and complete the task. People ask, "Can we do the job properly?" Leaders should empower members. Adjourning: members prepare for disbandment. People ask, "Can we help members transition out?" Leaders can help ease the transition with rituals.

_____ conflict serves organizational interests and is characterized by consultative interactions, a focus on the issues, mutual respect, and useful give and take. Answers: Dysfunctional Negative Personality Functional Intergroup

Functional Response Feedback: Functional conflict is commonly referred to in management circles as constructive or cooperative conflict and is characterized by consultative interactions, a focus on the issues, mutual respect, and useful give and take.

Little or no feedback

Goal-setting theory suggests that employees can be motivated by goals that have all of the following characteristics except _____.

______ is a "we feeling" that binds group members together.

Group cohesiveness

_______________ is a group's blind unwillingness to consider alternatives and the inability to think outside the box.

Groupthink

What is groupthink? Why does it occur? Describe a hypothetical situation in which it seems to be occurring. What should a manager do about it?

Groupthink is a cohesive group's blind unwillingness to consider alternatives. It arises when cohesion in a group becomes too high, and it causes reduction in alternative ideas and limiting of information. Some symptoms include invulnerability, inherent morality, and stereotyping of opposition; rationalization and self-censorship; and illusion of unanimity, peer pressure, and mindguards. Managers should strive to decrease it by allowing criticism and encouraging other perspectives.

Teams perform better when members

Have a high tolerance for uncertainty Possess high levels of emotional stability Are diverse in their backgrounds

______ proposed that work satisfaction and dissatisfaction arise from different sets of causes.

Herzbergs Two Factor theory

Even when he started his first job, Will was not content to be just one of the employees. His boss noticed that he often coached his coworkers about ways to improve their work, even when it wasn't his job. Will probably has a _____.

High need for power.

____________ is the model in which an effective leader makes desirable rewards available, clarifies how employees can achieve objectives, and provides them support in doing so.

House's path-goal model

Clint is a branch manager for a large freight company. He has noticed low morale lately, perhaps because of the cramped quarters, stricter policies, and lack of raises this year. According to Herzberg, Clint should first concentrate on _____.

Hygiene factors

resolve feelings of injustice

In equity theory, employees are motivated to _____.

concentrate on solving problems and completing tasks

In the performing stage of group development, members _____.

clearly communicate the desired behavior

In using reinforcement, a manager should _____.

Research shows that simplified jobs lead to all the following except _____.

Increased productivity

their efforts are systematically integrated to achieve a collective objective

Individuals are said to be cooperating when _____.

expert power

Influencing Behavior Because of One's Expertise

Legitimate Power:

Influencing Behavior Because of One's Formal Position

referent power

Influencing Behavior Because of One's Personal Attraction

reward power

Influencing Behavior by Promising or Giving Rewards

coercive power

Influencing Behavior by Threatening or Giving Punishment

________, which include acting friendly or making someone feel good or important before making a request, are influence tactics

Ingratiating tactics

Increasing employee psychological empowerment requires four kinds of behaviors, including all of the following except _____.

Inspiration Empowering employees 1. meaningfulness (inspire and model desired behaviors) 2. self-determination(/ autonomy and delegate meaningful tasks) 3. competence (support and coach) 4. Progress (monitor and reward)

Expectation that successful performance of the task will lead to the desired outcome.

Instrumentality

In handling conflict, Joey believes that the concerned parties must tackle the issue and cooperatively identify the problem, generate and weigh alternative solutions, and select a solution. Joey can be described as advocating which conflict-handling style? Answers: Obliging Integrating Dominating Avoiding Compromising

Integrating Response Feedback: Integrating is a conflict-handling style characterized by interested parties confronting the issue and cooperatively identifying the problem, generating and weighing alternatives, and selecting a solution.

Groupthink

Irvin Janis; a cohesive group's blind unwillingness to consider alternatives

What is the main consideration when using devil's advocacy to prevent groupthink in an organization? Answers: It makes people overly analytical. It is too expensive a technique to employ. It makes people move away from reality testing. It leads to an individual developing a negative reputation. It leads to escalation of commitment across multiple decisions.

It leads to an individual developing a negative reputation. Response Feedback: It is important to rotate the job of devil's advocate so no one person or group develops a strictly negative reputation

simplification; enlargement

Job ______ is the opposite of job ______.

_____ is the questionnaire used in Fiedler's model to determine leadership orientation.

Least preferred coworker (LPC) scale

A manager who literally wanders around her organization and talks with people across all lines of authority is doing _____.

MBWA

Which of the following would be considered a negative interpersonal trait often found in leaders?

Machiavellianism

_______ is about coping with complexity and ______ is about coping with change.

Management; Leadership

physiological, safety, love, esteem and self- actualization

Maslow's levels of needs, in order from lowest (most basic) to highest level, are _____.

Maslow's self-actualization needs

McClelland's need for achievement corresponds most closely to _____.

What makes a self-managed team unique?

Members of the team are given administrative oversight for their task area Self-managed teams are defined as groups of workers who are given administrative oversight for their task domains.

According to Herzberg's two-factor theory, in the zone between the motivating factors and the hygiene factors, employees are _____.

Neither satisfied nor dissatisfied.

During which stage of group development would group cohesiveness be a factor?

Norming Groups that make it through stage 2 generally do so because a respected member other than the leader challenges the group to resolve its power struggles so something can be accomplished. Questions about authority are resolved through unemotional, matter-of-fact group discussion. A feeling of team spirit is experienced because members believe they have found their proper roles. Group cohesiveness, a "we feeling" binding group members together, is the principal by-product of stage 3

_______ are general guidelines or rules of behavior that most group or team members follow

Norms

Which of the following styles has a primary strength of encouraging cooperation, but fails to confront the underlying problem? Answers: Avoiding Integrating Compromising Dominating Obliging

Obliging Response Feedback: Obliging encourages cooperation but fails to confront the underlying problem.

Task significance

Of the following, which is not a core job characteristic?

Conflict-handling behavior with its description

Openness - stating your views honestly and concentrating on finding a solution to the problem Empathy - trying to experience the other person's feelings and point of view Supportiveness - letting the other person know you want to find a resolution that will benefit both of you Positiveness - being upbeat and expressing your willingness to work with the other person to find a resolution to the problem Equality - evaluating all ideas fairly without regard to ownership

________ conflict is defined as interpersonal opposition based on personal dislike, disagreement, or differing styles. For example, Sasha and Alexandra, who both work as salespeople at a local boutique, may simply not like each other.

Personality

Four Kinds of Conflict

Personality Intergroup (Inconsistent goals, ambiguous jurisdictions (when boundaries are unclear), and status differences) Multicultural Work-family

Gregor is furious with his manager because he asked Gregor to produce a sales report by the end of the day. Gregor knows he can't get all the numbers he needs until at least tomorrow because the head of sales is out of town until then. He is also sure that whenever he informs his manager of an obstacle or unrealistic goal, his manager's response is always to tell him to "get it done," which Gregor considers trite. What is the ultimate source of this conflict?

Personality conflict defined as interpersonal opposition based on personal dislike or disagreement. Such conflicts often begin with instances of workplace incivility, or employees' lack of regard for each other, which, if not curtailed, can diminish job satisfaction and team work engagement

A supervisor told a salesperson who had not made any calls to clients and therefore did not make quota, "Well, if this continues in the next 30 days, you'll probably be let go." By presenting something negative, the supervisor provides an example of _____.

Punishment

Ted's manager required him to give up his company car since he had missed sales goals for four consecutive quarters. Ted's manager used _____.

Punishment

________ power derives from one's personal attraction.

Referent

Trina is outgoing, warm, and truly inspirational when she talks about where she wants to lead her division. Her employees seem eager to do anything she asks. Because of her personality and not her position, Trina has ______ power.

Referent referent power = likability, people want to please you, charismatic

Team composition

Reflects the collection of jobs, personalities, values, knowledge, experience, and skills of team members

____________ is the theory that attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated while behavior with negative consequences tends not to be repeated.

Reinforcement theory

Poor Mental Health

Research shows that simplified jobs lead to all the following except _____.

In equity theory, employees are motivated to _____.

Resolve feelings of injustice and see fairness in the rewards they expect for task performance.

virtual team

Rita is on a team that consists of members who interact by computer network to collaborate on project. She is on a(n) ________.

After three shuttle accidents in three months, one of which resulted in a critical injury to a driver, Citywide Shuttle drivers received additional training and all shuttles were retrofitted with new braking systems. This helps to satisfy which of Maslow's needs?

Safety

An accounting firm reimburses employees for tuition and fees if they complete job-related coursework with a B or better, which helps them meet which of Maslow's levels of need?

Self-actualization

Competence, autonomy, and relatedness are the primary motivations for behavior according to __

Self-determination Theory

Define a self-managed team and how its activities may differ from other teams. From what type of team did it evolve?

Self-managed teams are defined as groups of workers who are given administrative oversight for their task domains. Administrative oversight involves delegated activities such as planning, scheduling, monitoring, and staffing. In many places, such as the Texas Instruments electronics factory in Malaysia, the continuous improvement teams have evolved into a system made up almost entirely of self-managed teams, with routine activities formerly performed by supervisors now performed by team members.

administrative oversight

Self-managed teams are groups of workers who have been given ______ for their task domains.

Team

Small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable

How to Stimulate Constructive Conflict

Spur competition among employees. Change the organization's culture and procedures. Bring in outsiders for new perspectives. Use programmed conflict.

_________, the second stage of team development, is characterized by the emergence of individual personalities and roles and conflicts within the

Storming

Judith supervises a call center department that receives stress-producing calls from unhappy customers. Turnover has increased by 33% over the last four months. Judith is understanding and patient with her staff, and tells them she knows what they're going through since it wasn't so long ago that she took those calls. According to revised path-goal theory, Judith is using a(n) ______ leadership style.

Supportive

T or F: As a manager, when you provide rewards or reprimand your subordinates, you are practicing transactional leadership.

T or F: Emily has a charismatic personality, and finds it easy to get others to agree with her. Emily has referent power.

T or F: Leadership is the ability to influence employees to voluntarily pursue organizational goals.

According to Fiedler's model, a task orientation will be more effective than a relationship one in a high- or low-control situation, but the relationship orientation is best in a moderate-control situation.

TRUE

According to Kotter, leadership is about coping with change.

TRUE

According to path-goal theory, effective leaders possess and use more than one style of leadership.

TRUE

Adaptive, flexible organizational cultures are more likely to foster transformational leadership than bureaucratic ones.

TRUE

An ability to foresee future outcomes is a noted characteristic of a servant leader.

TRUE

Charisma is a form of interpersonal attraction that inspires acceptance and support.

TRUE

Harvard professor D. Quinn Mills predicts that management will move away from an emphasis on competition to a strategy based on knowledge sharing.

TRUE

In the Ohio State Leadership Model, consideration is leadership behavior that expresses concern for employees by establishing a warm, friendly, supportive climate.

TRUE

In the contingency leadership model, the most important component of situational control is leader-member relations.

TRUE

In the path-goal leadership model, the successful leader helps followers by tying meaningful rewards to goal accomplishment.

TRUE

Inspirational appeals are considered a soft tactic among generic influence tactics.

TRUE

Kouzes and Posner's study found that honesty was a particularly important trait for a leader to be credible.

TRUE

Lack of honesty and trust can hurt transformational leaders because they lose credibility.

TRUE

Leaders try to achieve their vision by motivating and inspiring others.

TRUE

Leadership which occurs through the use of information technology is known as e-leadership.

TRUE

Manager's authority to punish their subordinates results in coercive power.

TRUE

Managers' legitimate power allows them to hire, fire, reward, and punish.

TRUE

One's authority comes as part of one's job.

TRUE

Physical fitness, one of the biophysical traits, is considered to be a key leadership trait.

TRUE

Providing individualized consideration to subordinates is one of the key kinds of behaviors exhibited by transformational leaders.

TRUE

Referent power is more likely to be associated with leaders than with managers.

TRUE

Shared leadership is a simultaneous, ongoing, mutual influence process in which people share responsibility for leading.

TRUE

Studies show that female executives are better than male executives at motivating others.

TRUE

The path-goal leadership model is a contingency approach to leadership.

TRUE

Women executives believe that their exclusion from important informal networks is one of the biggest barriers to women's promotion to senior leadership positions.

TRUE

Why does teamwork matter? What results can it achieve?

Teamwork matters because it can support the organization's mission and strategy by enhancing performance in several ways: Increased productivity Increased speed Decreased costs Improved quality Reduced destructive conflict and competition Improved workplace cohesiveness

accommodating

The conflict-handling style in which a person neglects their own concerns and allows the concerns of another to prevail is known as _____.

autonomy

The extent to which a job allows an employee to make decisions about scheduling different tasks and deciding how to perform them is called _____.

Explain the conflict-handling styles a manager might adopt. Give an example of each. Under what circumstances is each style appropriate?

The five styles are: 1. Avoiding—ignoring or suppressing a conflict; appropriate when a person needs to buy time in unfolding and ambiguous situations. 2. Accommodating—allowing the other person's desires to prevail; appropriate when the issue isn't important and is simple and not getting worse. 3. Forcing—ordering or otherwise using power to get people to do it your way; appropriate when quick results are essential. 4. Compromising—splitting the difference; appropriate when both sides have opposite goals and/or possess equal power. 5. Collaborating—devising solutions that benefit both parties; appropriate for complex issues plagued by misunderstanding. The student should give an example of each style.

In which of the following conditions should constructive conflict be stimulated?

The group seems to have inertia and be apathetic. Constructive conflict, if carefully monitored, can be very productive under a number of circumstances, including when your work group seems afflicted with inertia and apathy resulting in low performance, when there's a lack of new ideas and resistance to change, and when there seems to be a lot of groupthink in the work unit.

Name at least four of the major considerations when building a group into an effective team. Briefly, describe what a manager should do in each area.

The most essential considerations in building a group into an effective team are (1) cooperation, (2) trust, and (3) cohesiveness. These are followed by (4) performance goals and feedback, (5) motivation through mutual accountability, (6) size, (7) roles, (8) norms, and (9) awareness of groupthink. Cooperation: Help employees to share knowledge and learn from one another. Trust: Through enhancing your credibility by showing professionalism, technical ability, and good business sense, you can build trust in your team members. Cohesiveness: Managers can stimulate cohesiveness by encouraging people to have face-to-face exchanges at work. Performance goals and feedback: The manager should make sure that teams have and know their purpose, and it is expressed in measurable goals and feedback. Motivation through mutual accountability: The manager encourages the team to accept responsibility through actions such as allowing the team to hire its own members. Size: Managers understand the advantages and disadvantages of small and large teams, and try to build on strengths while alleviating weaknesses. Roles: The manager should facilitate other team members in determining what their roles in the group will be. Norms: Managers can stimulate cohesiveness by allowing people on work teams to pick their own teammates, allowing off-the-job social events, and urging team members to recognize and appreciate each other's contributions to the team goal. Cohesiveness is also achieved by keeping teams small, and making sure performance standards are clear and accepted. Groupthink: The manager should allow and encourage criticism and bring other perspectives into the group.

the job characteristics model

The motivating potential score (MPS) is calculated as part of using _____.

esteem

The need for status, reputation, and recognition are part of _____.

job enrichment

The process of building into a job such motivating factors as recognition and achievement is called _____.

Negative reinforcement

The process of strengthening a behavior by withdrawing something negative is called _____.

expectancy theory

The theory under which people make the choice that promises them the greatest reward if they think they can get it is _____.

What are the four types of work teams? Describe what each does and provide an example of each.

The types of work teams are: advice, production, project, and action. Advice teams advise managers in decision making. Examples are committees, review panels, advisory councils, employee involvement groups, and quality circles. Production teams perform day-to-day operations. Examples are mining teams, flight-attendant crews, maintenance crews, assembly teams, data processing groups, and manufacturing crews. Project teams do creative problem solving. Examples are task forces, research groups, planning teams, architect teams, engineering teams, and development teams. Action teams accomplish tasks that require people with specialized training and a high degree of coordination. Examples include hospital surgery teams, airline cockpit crews, mountain-climbing expeditions, police SWAT teams, and labor contract-negotiating teams.

Extinction

The weakening of behavior by ignoring it or making sure it is not reinforced is called _____.

process perspectives

Theories that try to understand the thought processes by which people decide how to act are called _____.

Which of the following is a characteristic of transformational leaders?

They encourage people to do exceptional things with trust, commitment, and loyalty to produce significant results and change.

Relatedness

To achieve psychological growth, according to the self-determination theory, people need to satisfy the three innate needs: competence, autonomy, and _____.

Why are norms followed?

To help the group survive To clarify role expectations To help individuals avoid embarrassing situations To emphasize group importance and identity

recall the four reasons norms tend to be enforced by team members:

To help the group survive—"Don't do anything that will hurt us." To clarify role expectations—"You have to go along to get along." To help individuals avoid embarrassing situations—"Don't call attention to yourself." To emphasize the group's important values and identity—"We're known for being special."

Charismatic leadership is now considered part of ______ leadership.

Transformational charismatic leadership is a subset of transformational leadership

According to Maslow's hierarchy of needs, taking a sabbatical leave to further personal growth is an example of the self-actualization need. (True, False)

True

According to equity theory, no matter how fair managers think the organization's policies, procedures, and reward system are, each employee's perception of those factors is what counts. (T,F)

True

According to the acquired needs theory, those who tend to seek social approval and satisfying personal relationships may have a high need for affiliation. (T,F)

True

Goal-setting theory suggests that employees can be motivated by goals that are specific and challenging, but achievable. (T,F)

True

Leaders manage and managers lead, but the two activities are not synonymous

True

Leadership is the ability to influence employees to voluntarily pursue organizational goals

True

Punishment is the application of negative consequences to stop or change undesirable behavior. (T,F)

True

Steve Jobs is an example of a transformational leader; he had a vision of developing an "insanely great" desktop computer

True

________ is defined as reciprocal faith in others' intentions and behaviors

Trust

Group

Two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity are called a _____.

Competence

Using self-determination theory to motivate employees, at Cloud9, a data storage company, the vice chair makes 10-20 phone calls a day to thank special employees "caught doing something right." This is an example of which one of the following innate needs?

According to expectancy theory, your ______ is low if you don't think a bonus or raise is going to be big enough to justify working evenings and weekends.

Valence

The HR manager told Jim that the company pays the total health insurance costs for a family of four. As a single man, this benefit did not seem especially important to him right now. Here, Jim is low on the ______ element of the expectancy theory.

Valence

The value a worker assigns to an outcome.

Valence

help workers understand and accept the goals

When using goal-setting theory to motivate employees, managers should _____.

do it in conjunction with positive reinforcement

When using punishment, a manager should _____.

support organizational change

When workers perceive they are being treated fairly on the job, they are most likely to _____.

Goal-setting theory

Which of the following is a process perspective on motivation?

knowledgeable and skilled employees

Which of the following is not a contingency factor in the job characteristics model?

gainsharing

Which of the following is not a practice used to create a flexible workplace?

the rewards require special performance, and are thus rarely obtained

Which of the following is not an advisable criterion for an effective incentive plan?

reforming

Which of the following is not one of the five stages of team development?

Describe the relationship between the amount of conflict and performance. With what level of conflict is performance maximized?

Work groups, departments, or organizations that experience too little conflict tend to be plagued by apathy, lack of creativity, indecision, and missed deadlines. The result is that organizational performance suffers. Excessive conflict, on the other hand, can erode organizational performance because of political infighting, dissatisfaction, lack of teamwork, and turnover. Workplace aggression and violence are manifestations of excessive conflict. Thus, it seems that a moderate level of conflict can induce creativity and initiative, thereby raising performance, as shown in the diagram below (see Figure 13.2). As might be expected, however, the idea as to what constitutes "moderate" will vary among managers.

Types of Teams

Work teams: have a clear purpose that all members share; usually permanent, and members must give their complete commitment to the team's purpose in order for the team to succeed Project teams: assembled to solve a particular problem or complete a specific task, such as brainstorming new marketing ideas for one of the company's products Cross-functional teams: include members from different areas within an organization, such as finance, operations, and sales Self-managed teams: groups of workers who are given administrative oversight for their task domains Virtual teams: work together over time and distance via electronic media to combine efforts and achieve common goals

Which of the following conditions supports teamwork? Check all that apply.

Workers not feeling they are being exploited by others Work that is considered meaningful Team member interdependence reveals the extent to which team members rely on common task-related team inputs, such as resources, information, goals, and rewards, and the amount of interpersonal interactions needed to complete the work

Which of the following is considered to be the seeds of personality conflict? Answers: Workplace incivility Competition for limited resources Collective decision making In-group thinking Ethnocentrism

Workplace incivility Response Feedback: Personality conflict is defined as interpersonal opposition based on personal dislike and/or disagreement. Workplace incivility is considered to be the seeds of personality conflict.

job design

______ involves division of an organization's work and applies motivational theories to jobs to increase satisfaction and performance.

Group cohesiveness

______ is a "we feeling" that binds group members together.

motivation

______ is defined as the psychological processes that arouse and direct goal-directed behavior.

Programmed conflict

______ is designed to elicit different opinions without inciting people's personal feelings.

Compromising

______ is the conflict-handling style that both parties give up something to gain something.

Instrumentality

______ is the expectation that successful performance of the task will lead to the desired outcome.

The dialectic method

______ is the process of having two people or groups play opposing roles in a debate to better understand a proposal.

positive reinforcement

_______ is the use of desirable consequences to strengthen a particular behavior.

Personality

________ conflict is defined as interpersonal opposition based on personal dislike, disagreement, or differing styles.

Trust

________ is defined as reciprocal faith in others' intentions and behaviors.

Storming

_________, the second stage of team development, is characterized by the emergence of individual personalities and roles and conflicts within the group.

Job Enlargement

__________ is the process of increasing the number of tasks in a job to increase variety and motivation

reinforcement theory

___________ is the theory that attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated while behavior with negative consequences tends not to be repeated.

Forcing or dominating

____________ is ordering an outcome, when a manager relies on his or her formal authority and power to resolve a conflict, but the needs of the other party are largely ignored.

Equity Theory

______________ focuses on employee perceptions as to how fairly they think they are being treated compared with others.

Group cohesiveness

a "we feeling" binding group members together

Groups that make it through storming generally do so because _____.

a respected member other than the leader challenges the group to resolve power struggles Groups that make it through storming generally do so because a respected member other than the leader challenges the group to resolve its power struggles so something can be accomplished.

Groups that make it through storming generally do so because

a respected member other than the leader challenges the group to resolve power struggles.

______ leadership approaches attempt to determine the distinctive styles used by effective leaders. a. Behavioral b. Trait c. Servant d. Shared e. Contingency

a. Behavioral

______ leaders focus on providing increased service to others—meeting the goals of both followers and the organization—rather than to themselves. a. Servant b. Support c. LMX d. Transactional e. Shared

a. Servant

______ leadership helps employees pursue organizational goals over self-interests. a. Transformational b. Laissez-faire c. Shared d. Transactional e. Service

a. Transformational

Kim supervises a group of customer service representatives. Kim is respected and well liked by her staff, and she has worked hard to make sure each of them knows how to do their job well. She is responsible for all staffing and reward decisions in her department. In the contingency model, Kim has _____. a. high situational control b. low position power c. low leader-member relations d. high expert power e. low task structure

a. high situational control

The power that managers have resulting from their formal positions within organizations is called ______ power. a. legitimate b. expert c. referent d. reward e. coercive

a. legitimate

According to Kotter, companies manage complexity in all the following ways except _____. a. lobbying b. controlling and solving problems c. planning d. organizing and staffing e. budgeting

a. lobbying

According to the contingency model, a relationship-oriented leadership style works best in ______ situations. a. moderate-control b. low-control c. both high- and low-control d. uncontrolled e. high-control

a. moderate-control

The three dimensions of situational control are leader-member relations, the task structure, and _____. a. position power b. organizational culture c. psychological empowerment d. personality e. environment

a. position power

Anar congratulated her staff when the team received an industry award for their project, and also sent a companywide e-mail announcing it. Here, Anar is using her ______ power. a. reward b. referent c. expert d. personalized e. coercive

a. reward

Fiedler's contingency leadership model determines if a leader's style is _____. a. task-oriented or relationship-oriented b. telling, selling, participating, or delegating c. charismatic or non charismatic d. transactional or transformational e. directive, supportive, participative, or achievement-oriented

a. task-oriented or relationship-oriented

Which of the following is an advantage of larger groups?

ability to take advantage of division of labor and more resources Teams with 10 to 16 members (large) have different advantages over small teams: more resources and the ability to take advantage of division of labor.

Larry proposed the purchase of a new Epson copier to his boss. Amir said that he has always used and liked Xerox copiers, but when he thinks about it later, he realizes he does not really feel strongly about it. Amir should probably adopt a(n) ______ conflict-handling style in this matter.

accommodating Accommodating is allowing the desires of the other party to prevail. It is appropriate to let the other party have her way when the issue is not important to you and it is not complex.

James leads a training and development team. He expects excellence, sets challenging goals, and expresses confidence that all team members are capable of doing their part to meet and exceed the goals. According to revised path-goal theory, James is using a(n) ______ leadership style.

achievement-oriented

During the final stage of group and team development, which is called ________, the work has been completed and members prepare for disbandment

adjourning members prepare for disbandment. Having worked so hard to get along and get something done, many members feel a compelling sense of loss. For the individual, the question now is "What's next?" For the team, the issue is "Can we help members transition out?" The leader can help ease the transition by rituals celebrating "the end" and "new beginnings." Parties, award ceremonies, graduations, or mock funerals can provide the needed punctuation at the end of a significant teamwork project. The leader can emphasize valuable lessons learned in group dynamics to prepare everyone for future group and team efforts.

Self-managed teams are groups of workers who have been given ______ for their task domains.

administrative oversight

During the forming stage, the leader should _____.

allow people to socialize and become acquainted During the forming stage, leaders should allow time for people to become acquainted and to socialize.

During the forming stage of a group or team, the leader should

allow people to socialize and become acquainted.

special-interest group

an organization of people with some common interest who try to influence government decisions

Which of the following is not one of the five sources of power?

appearance

Self-managed teams

are defined as groups of workers who are given administrative oversight for their task domains

Norms

are general guidelines or rules of behavior that most group or team members follow

Roles

are socially determined expectations of how individuals should behave in a specific position

Paige missed another deadline and her boss, Linda, is very upset. She will have to explain to the client again why the project is behind. Linda thinks she may say something she'll regret if she talks to Paige about this now, so she decides to wait awhile. Linda is using the ______ conflict-handling style.

avoiding Avoiding involves ignoring or suppressing a conflict. Avoidance is appropriate for trivial issues, when emotions are high and a cooling-off period is needed, or when the cost of confrontation outweighs the benefits of resolving the conflict.

When issues causing conflict are trivial, or when emotions are high and cooling off would be helpful, which conflict-handling style is preferable?

Conflict-handling style with its description

avoiding - ignoring or suppressing a conflict accommodating - allowing the desires of the other party to prevail forcing - ordering an outcome compromising - both parties give up something to gain something problem solving - collaborating to generate a win-win solution

The leadership styles of ________ originally included supportive and achievement-oriented and two others, but was more recently revised to include a total of eight styles. a. Fiedler's contingency model b. House's path-goal model c. LMX model of leadership d. leader-member exchange model e. Greenleaf's servant leadership model

b. House's path-goal model

When organizations are selecting leaders, research indicates that _____ should be considered more important than intelligence. a. gender b. personality c. education d. autocratic behavior e. modesty

b. personality

______ leadership approaches attempt to determine the unique behaviors used by effective leaders.

behavioral

Which of the following is an advantage of smaller groups?

better interaction, morale, and coordination Smaller groups have two advantages: better interaction and better morale.

One of the tactics for using conflict to stimulate cultural and procedural changes in an organization is to announce ______________.

bonuses

Which of the following statements about leadership and management is true? a. Leadership and management are synonymous. b. Leadership is more essential than management. c. Management and leadership are complementary systems of action. d. Management is about coping with change. e. Leadership is about coping with complexity.

c. Management and leadership are complementary systems of action.

Which of the following is incorrect about the leader-member exchange (LMX) model of leadership? a. The LMX model looks at the quality of relationships between managers and subordinates. b. The quality of the relationship between managers and subordinates is related to turnover. c. The LMX focuses only on the behaviors or traits of leaders. d. The LMX model assumes each manager-subordinate relationship is unique. e. The LMX model emphasizes that leaders have different sorts of relationships with different subordinates.

c. The LMX focuses only on the behaviors or traits of leaders.

Which of the following statements is not a practical implication of the behavioral approaches to leadership? a. A leader's behavior is more important than his or her traits. b. How effective a particular leadership behavior is depends on the situation at hand. c. There is one best style of leadership. d. It is important to train managers on the various forms of task leadership. e. It is important to train managers on the various forms of relationship leadership.

c. There is one best style of leadership.

Of the following, which is the best way for leaders to cope with change? a. optimizing technology b. watching current trends c. aligning people d. engaging in virtual planning e. lobbying the government

c. aligning people

Which of the following is considered a "soft" tactic used to influence others? a. legitimating tactics b. pressure tactics c. ingratiating tactics d. exchange tactics e. coalition tactics

c. ingratiating tactics

James manages his employees by carefully monitoring their production, comparing what they do to predicted schedules and desired budgets. James can best be described as a ______ leader. a. relationship-oriented b. charismatic c. task-oriented d. servant e. transformational

c. task-oriented

According to a BusinessWeek summary of management studies, which of the following is characteristic of men in the workplace, compared with women? a. producing higher-quality work b. generating more new ideas c. using a more autocratic style d. being more effective e. being more collaborative

c. using a more autocratic style

Maneka is on a team with Larson, and they are often in conflict. Maneka likes to begin her work with careful planning and she gets started immediately. Larson, on the other hand, likes trying out several ideas, and tends to be working frantically at the last minute. Their team conflict most likely stems from _____.

clash of personality, values, and attitudes Personality, values, attitudes, and experience can be so disparate that sometimes the only way to resolve individual differences like personality clashes is to separate two people. Maneka and Larson have two entirely different attitudes toward meeting deadlines.

Karl was put on probation for a string of customer complaints about his poor service and professionalism. His supervisor was using ______ power.

coercive

Karl was put on probation for a string of customer complaints about his poor service and professionalism. His supervisor was using ________ power

coercive

The disadvantage of the ______ conflict-handling style is that it is very time-consuming

collaborating The strength of collaborating is its longer-lasting impact because it deals with the underlying problem, not just its symptoms. Its weakness is that it's very time-consuming.

Frances suggested that the marketing team prepare extra copies of the new catalog in anticipation of the upcoming convention. She knew the sales staff would need plenty of catalogs during the event. Frances is the catalyst for _______________ between two departments.

collaboration the act of sharing information and coordinating efforts to achieve a collective outcome.

Team _____________ describes the collection of jobs, personalities, values, knowledge, experience, and skills of team members.

composition

In the performing stage of group development, members

concentrate on solving problems and completing tasks

Connie's manager criticizes her for not including enough information on the report. The criticism she receives is an example of _______.

conflict

One management responsibility is to identify when to create _______________, not simply when to mitigate it.

conflict As a manager you are being paid not just to manage conflict but even to create some, where it's constructive and appropriate, in order to stimulate performance. Constructive conflict, if carefully monitored, can be very productive under a number of circumstances

Workplace performance is maximized when _____.

conflict is at a moderate level A moderate level of conflict can induce creativity and initiative, thereby raising performance. Too much or too little conflict has been shown to reduce performance.

Lamar brought his proposal to Lindsay before the meeting saying, "I'm sure you have some ideas on this, and we could try to get them incorporated upfront." Which influence tactic is Lamar using?

consultation

The approach to leadership that suggests that effective leadership behavior depends on the situation at hand is the ______ approach.

contingency

The approach to leadership that suggests that effective leadership behavior depends on the situation at hand is the ________ approach.

contingency

which of the following are benefits of constructive conflict?

creating new ideas combating groupthink spurring competition among employees

Which of the following is not characteristic of workgroups with excessive conflict?

creativity Excessive conflict can erode organizational performance because of political infighting, dissatisfaction, lack of teamwork, and turnover. But work groups, departments, or organizations that experience too little conflict tend to be plagued by apathy, lack of creativity, indecision, and missed deadlines.

Trust is based on _______, which in turn is based on past acts of integrity and follow-through on promises.

credibility

______ have a global mind-set that recognizes that the Internet is opening new markets and recharging existing ones. a. Shared leaders b. Transactional leaders c. Servant leaders d. E-leaders e. Situational leaders

d. E-leaders

_______ is about coping with complexity and ______ is about coping with change. a. Perception; attitude b. Middle management; top management c. Leadership; management d. Management; leadership e. Attitude; perception

d. Management; leadership

__________, which all managers have, is power that results from managers' authority to reward their subordinates. Rewards can range from praise to pay raises, from recognition to promotions. a. Referent power b. Legitimate power c. Coercive power d. Reward power e. Expert power

d. Reward power

______ focuses on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance. a. Empowering leadership b. Servant leadership c. Participative management d. Transactional leadership e. Laissez-faire leadership

d. Transactional leadership

Medical knowledge possessed by doctors results in their ______ power. a. legitimate b. referent c. coercive d. expert e. reward

d. expert

Managerial leadership is defined as the process of influencing others to understand and agree about what needs to be done and the process of _____. a. creating a vision and a strategic plan for an organization b. minimizing the impacts of environmental change on the organization c. striving for constructive change by setting a direction for the future d. facilitating individual and collective efforts to accomplish shared objectives e. motivating others to achieve extraordinary levels of performance

d. facilitating individual and collective efforts to accomplish shared objectives

According to the concept of full-range leadership, leadership behaviors vary along a range from ______ leadership at one extreme to transformational leadership at the other. a. charismatic b. shared c. transactional d. laissez-faire e. servant

d. laissez-faire

In the ______ leadership model, a leader makes desirable rewards available in the workplace and clarifies how followers can obtain them. a. behavioral b. relationship-oriented c. passive d. path-goal e. transformational

d. path-goal

Amy, the manager of a branch location of a large travel firm, treated company resources as if they were her own and encouraged continued development and training of her employees. She cared about the staff deeply and even organized international volunteering activities to promote their growth. Amy could best be described as which type of leader? a. shared b. situational c. laissez-faire d. servant e. transactional

d. servant

Starbucks CEO Howard Schultz has made sure his employees have health insurance and work in a positive environment. He could best be described as which type of leader? a. situational b. transactional c. leader-member exchange d. servant e. shared

d. servant

Which of the following is not an element of the communication model?

decoder the actual elements: - sender -receiver -message -noise -feedback

So-called Millennials (those born after 1980) are vastly different from their parents in their views on everything from technology to politics to marriage to tattoos. This is an example of a ______ force for change.

demographic

Which of the following are potential ways to build cross-cultural relationships?

develop and mentor others be sensitive to the needs of others advocate for participative leadership ---- Ways to Build Cross-Cultural Relationships 1. Be a good listener. 2. Be sensitive to others' needs. 3. Be cooperative, not overly competitive. 4. Advocate inclusive (participative) leadership. 5. Compromise rather than dominate. 6. Build rapport through conversations. 7. Be compassionate and understanding. 8. Avoid conflict by emphasizing harmony. 9. Nurture others (develop and mentor).

Rebecca asked Gavin, one of her team members, to purposefully think of and voice criticisms as the group discussed a popular idea to open a branch office in another state. This is an example of the use of _____.

devil's advocacy Devil's advocacy is the process of assigning someone to play the role of critic to voice possible objections to a proposal and thereby generate critical thinking and reality testing.

Jan is involved in an office debate. She plays the role of _______ _________, which involves voicing possible objections to proposals to generate critical thinking and reality testing.

devil's advocate

The process of having two people or groups play opposing roles in a debate in order to better understand a proposal.

dialectic programmed conflict

The two basic types of negotiation are _____ and: Answers: peer review; ombudsman. arbitration; mediation. distributive; integrative. facilitation; ostracism. voluntary; mandatory.

distributive; integrative. Response Feedback: Negotiation experts distinguish between two types of negotiation—distributive and integrative.

Negative conflict that hinders the organization's performance or threatens its interests is known as _______________ conflict.

dysfunctional bad for organizations. As a manager, you need to do what you can to remove dysfunctional conflict, sometimes called negative conflict.

The model that requires a manager to assess her own style and her situational control is _____. a. charismatic leadership theory b. House's path-goal theory c. LMX model of leadership d. shared leadership model e. Fiedler's contingency model

e. Fiedler's contingency model

Lamar brought his proposal to Lindsay before the meeting saying, "I'm sure you have some ideas on this, and we could try to get them incorporated upfront." Lamar is using which influence tactic? a. ingratiating tactics b. inspirational appeals c. personal appeals d. legitimating tactics e. consultation

e. consultation

"Do my subordinates accept me as a leader?" This question reflects which of the following dimensions of situational control? a. influence b. charisma c. task structure d. position power e. leader-member relations

e. leader-member relations

Which of the following is not positively associated with transformational leadership, according to research? a. goals consistent with those of the leader b. higher levels of intrinsic motivation c. more work engagement d. more identification with their work groups e. less group cohesion

e. less group cohesion

Marcel supervises a group of paralegals serving the firm's lawyers. He gets along well with his employees, and has created detailed procedures for all types of legal document they encounter. Marcel hires and fires, and gives work assignments, performance appraisals, and promotions. According to the contingency model, the optimal leadership style here is _____. a. transitional b. transformational c. consideration d. relationship-oriented e. task-oriented

e. task-oreinted

Erin, a department manager, is struggling trying to lead a cross-functional team. Most members are other department managers at her level, and they see no reason to do what she asks. Here, Erin has _____. a. low tolerance for ambiguity b. poor leader-member relations c. weak referent power d. high task structure e. weak position power

e. weak position power

When building an effective team, one key aspect to motivating members through mutual accountability is to _______________.

emphasize mutual accountability to team members

______________ is the process of translating a message into understandable symbols or language.

encoding

A company's mission statement would be part of which level of organizational culture?

espoused Values espoused values --> Explicitly states values and norms preffered by an organizations

______ power results from one's specialized knowledge.

expert

________ power results from one's specialized knowledge

expert

Regina apologized to Clay for an e-mail that upset him. She said she had chosen an inconsiderate way of stating her idea, and that she'd be happy to discuss it further. Regina is

expressing consideration behavior

Regina apologized to Clay for an e-mail that upset him. She said she had chosen an inconsiderate way of stating her idea, and that she'd be happy to discuss it further. Regina is

expressing consideration behavior.

Managerial leadership is defined as the process of influencing others to understand and agree about what needs to be done and the process of _____.

facilitating individual and collective efforts to accomplish shared objectives

Adaptive, flexible organizational cultures are less likely to foster transformational leadership than bureaucratic ones

false

Narcissistic leaders tend to bring out the best work behaviors in others

false

________ is the model that requires a manager to assess her own leadership orientation and the level of her situational control

fiedler's contingency model

Sharon told her team that she is moving forward with a change to the bonus structure, despite vocal objections from several team members. Sharon is using the ______ conflict-handling style.

forcing or dominating Forcing or dominating is simply ordering an outcome, when a manager relies on his or her formal authority and power.

A(n) ________ group is created to do something productive for the organization and is headed by a leader. For example, this group may be created to develop a new line of skin-care products specifically for people over the age of 60.

formal

a group established with a leader by an organization to accomplish specific goals is called a(n)

formal

Molly organized several teachers to discuss the school's interior painting scheduled for the summer. They looked at several brands and heard a presentation by a designer who then helped them choose a color palette to recommend to school administrators. In this instance, the teachers made up a(n)

formal group

Molly organized several teachers to discuss the school's interior painting scheduled for summer. They looked at several brands, and heard a presentation by a designer who then helped them choose a color palette to recommend to school administrators. In this instance, the teachers make up a(n) _____.

formal group A formal group is a group established to do something productive for the organization and is headed by a leader.

Within the first stage of team development, called ___________, members get oriented and acquainted with each other.

forming This stage is characterized by a high degree of uncertainty as members try to break the ice and figure out who is in charge and what the group's goals are. For example, if you were to become part of a team that is to work on a class project, the question for you as an individual would be "How do I fit in here?" For the group, the question is "Why are we here?"

New governmental regulations were going to force Tyler's company to redesign its entire production system, but Tyler knew that after the work was done, his company would benefit. This demonstrates the idea of a _______________ conflict.

functional which benefits the main purposes of the organization and serves its interests.There are some situations in which this kind of conflict—also called constructive conflict or cooperative conflict—is considered advantageous.

A construction company realized that they were losing money (due to medical costs, absenteeism, turnover, etc.) because of accidents on the job. They decided to work to change the organizational culture to become a culture focused on safety and caring for fellow employees. They also worked with people from all over the company to update safety procedures. As part of the change process, they purchased signs that said, "This team has worked _____ days without injury" and posted one in a prominent location at every job site. Which of Kotter's 8 steps does the sign BEST represent?

generating short-term wins

Two or more freely interacting individuals who share norms, share goals, and have a common identity form a

group

Connor, Luke, and Mason are co-workers who meet regularly after work to talk about the latest video games on the market and strategies for improving their scores on the games. This is an example of a __________.

group (1) two or more freely interacting individuals who (2) share norms, (3) share goals, and (4) have a common identity. different from a crowd, a transitory collection of people who don't interact with one another, such as a crowd gathering on a sidewalk to watch a fire. And it is different from an organization, such as a labor union, which is so large that members also don't interact. An example of a work group would be a collection of 10 employees meeting to exchange information about various companies' policies on wages and hours.

The principal by-product of the norming stage of team development is _____.

group cohesiveness Group cohesiveness, a "we feeling" binding group members together, is the principal by-product of stage 3, norming.

Peer pressure, which leads group members to question the loyalty of other members who express dissent, is a symptom of _____.

groupthink Among the symptoms of groupthink is the illusion of unanimity and peer pressure. The illusion of unanimity is another way of saying that silence by a member is interpreted as consent. But if people do disagree, peer pressure leads other members to question the loyalty of the dissenters.

Genji sat through the meeting feeling convinced her team was misinterpreting recent marketing research, but she didn't say anything. The team leader, Peter, was her close friend, and she didn't want to disrupt the team since Peter perceived himself as very knowledgeable. Genji's team appears to be experiencing _____.

groupthink Groupthink is a cohesive group's blind unwillingness to consider alternatives. Here, team members are friendly and tight-knit, but they are unable to think "outside the box."

When members of a group are friendly and tight-knit, but unable to disagree enough to properly appraise alternatives, they are said to be experiencing _____.

groupthink Groupthink is a cohesive group's blind unwillingness to consider alternatives. In this phenomenon, group or team members are friendly and tight-knit, but they are unable to think "outside the box."

Salvador, who works as a waiter in a top restaurant in Manhattan, likes the fast pace of his work and the fact that things are always changing there. Salvador can be said to _____.

have a high tolerance for ambiguity comfortable with uncertainty and change

Levi led a team that has just finished up a very challenging research project that will assist management in developing long-range plans. Despite the stress of the past few months, most participants seem sad it's over. Now Levi should _____.

have an awards ceremony In the final stage, adjourning, members prepare for disbandment. Having worked so hard to get along and get something done, many members feel a compelling sense of loss. The leader can help ease the transition by rituals celebrating "the end" and "new beginnings." Parties, award ceremonies, graduations, or mock funerals can provide the needed punctuation at the end of a significant teamwork project.

Since hard feelings about group leadership and assignments had passed, Robin's group recently seemed to be relating much better. At the meeting tomorrow she should take advantage of this moment by _____.

helping the team identify group goals and values In the third stage, norming, conflicts are resolved, close relationships develop, and unity and harmony emerge. In the norming stage the leader should emphasize unity and help identify team goals and values.

Because hard feelings about group leadership and assignments have passed, the members of Robin's group now seem to be relating much better. At the meeting tomorrow, she should take advantage of this moment by

helping the team identify group goals and values.

IKEA employees are expected to work hard, inspired by an anecdote from their Swedish founder, Invar Kamprad, in which he told how he was berated by his father for failing repeatedly to get out of bed to milk the cows on his family's farm. Then one day he got an alarm clock. "'Now by jiminy, I'm going to start a new life,' he determined, setting the alarm for twenty to six and removing the 'off button.'" Invar Kamprad is an example of a ____.

hero

high situational control

________ is the model in which an effective leader makes desirable rewards available, clarifies how employees can achieve objectives, and provides them support in doing so

house's path goal model

The leadership styles of ________ originally included supportive and achievement-oriented and two others, but was more recently revised to include a total of eight styles

house's path-goal model

The leadership styles of ________ originally included supportive and achievement-oriented and two others, but was more recently revised to include a total of eight styles.

house's path-goal model

Division of labor

in which the work is divided into particular tasks that are assigned to particular workers

In the leader-member exchange model, the relationship between leader and follower that is characterized by mutual trust, respect, and liking is known as a(n) ________ exchange.

in-group

Which of the following is a source of intergroup conflict in the workplace?

inconsistent goals or reward systems A source of intergroup conflict is inconsistent goals or reward systems, when people pursue different objectives.

Improvements to why teamwork is important

increased productivity increased speed reduced costs improved quality reduced destructive internal competition improved workplace cohesiveness

Leadership is the ability to ______ employees to voluntarily pursue organizational goals.

influence

A group formed by people whose overriding purpose is getting together for friendship or a common interest

informal

______ communication channels develop outside the organizational structure and do not follow the chain of command.

informal

In all but the worst weather, Beth and three coworkers met each day at 12:15 to walk the wilderness trail behind their office building. This is an example of a(n) _____.

informal group An informal group is a group formed by people seeking friendship and has no officially appointed leader, although a leader may emerge from the membership. An informal group may be a collection of friends who hang out with one another, such as those who take coffee breaks together.

In all but the worst weather, Beth and three coworkers met each day at 12:15 to walk the wilderness trail behind their office building. The four co-workers are an example of a(n)

informal group.

Acting humble or friendly or making someone feel good or important before making a request are influence tactics known as _____.

ingratiating tactics

Increasing employee psychological empowerment requires four kinds of behaviors, including all of the following except

inspiration

House's revision of his theory puts more emphasis on the need for leaders to foster

intrinsic motivation through empowerment

Formal groups

is a group established to do something productive for the organization and is headed by a leader

Informal groups

is a group formed by people seeking friendship and has no officially appoieamsnted leader, although a leader may emerge form the membership

Conflict

is a process in which one party perceives that its interests are being opposed or negatively affected by another party

Dysfunctional conflict

is conflict that hinders the organization's performance or threatens its interests

Team

is defined as a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable

Personality conflict

is defined as interpersonal opposition based on personal dislike, disagreement, or differing styles

Trust

is defined as reciprocal faith in others' intentions and behaviors

Group

is defined as two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity

Programmed conflict

is designed to elicit different opinions without inciting people's personal feelings

Devil's advocacy

is the process of assigning someone to play the role of critic

Dialectic method

is the process of having two people or groups play opposing roles in a debate in order to better understand a proposal

Task roles

keep the team on track and get the work done. Consists of behavior that concentrates on getting the team's tasks done; i.e. initiator, information seeker, opinion giver, elaborator, coordinator, evaluator, recorder

According to a 1970s study, work groups that experience too little conflict tend to experience which of the following?

lack of creativity apathy Too little conflict—indolence. Work groups, departments, or organizations that experience too little conflict tend to be plagued by apathy, lack of creativity, indecision, and missed deadlines. The result is that organizational performance suffers.

Work groups, departments, or organizations experiencing too little conflict tend to be plagued by: Answers: lack of creativity. lack of teamwork. political infighting. dissatisfaction. turnover.

lack of creativity. Response Feedback: Work groups, departments, or organizations experiencing too little conflict tend to be plagued by apathy, lack of creativity, indecision, and missed deadlines. Excessive conflict, on the other hand, can erode organizational performance because of political infighting, dissatisfaction, lack of teamwork, and turnover.

According to the concept of full-range leadership, leadership behaviors vary along a range from ______ leadership at one extreme to transformational leadership at the other.

laissez-faire

The ______ model of leadership emphasizes that leaders have different sorts of relationships with different employees.

leader-member exchange (LMX) Correct trait

Employees are likely to see an adaptive change as __________.

least threatening adaptive-->innovative-->radically innovative adaptive is least threatening and least risky

The process of actively decoding and interpreting verbal messages, which requires full attention and processing, is known as active _____.

listening

Jane leads a task force developing specifications for a new customer database to be used by several departments. Jane is an IT supervisor, but most of the other task force members are directors of other departments. At the first meeting, a few of them asked questions that she couldn't answer. According to the contingency model, Jane's situational control is likely

low

Which of the following would be considered a negative interpersonal trait often found in leaders?

machiavellianis,

the focus of a(n) _______ role is fostering constructive relationships among team members and keeping the team together as a cohesive whole

maintenance

Tension was apparent as the management team discussed changes to promotion requirements. But then Chris made a joke about Jake's white-knuckled grip on his pen, and the laughter seemed to lighten the mood. Chris was acting in a ______ role.

maintenance A maintenance role is behavior that fosters constructive relationships among team members. Examples include harmonizers, those who mediate conflict through reconciliation or humor.

Someone at a team meeting who says, "Let's hear from those who oppose this plan," is performing a ______ role.

maintenance A maintenance role is behavior that fosters constructive relationships among team members. Saying, "Let's hear from those who oppose this plan," is playing a maintenance role.

A ___________ role consists of behavior that fosters constructive relationships among team members

maintenance or relationship-oriented role

Group conflict can often be reduced by making decisions on the basis of _____ rather than: Answers: a consensus; authoritative approval. authoritative approval; striving for a consensus. majority approval; striving for a consensus. randomness; authoritative approval. authoritative approval; majority approval.

majority approval; striving for a consensus. Response Feedback: Group conflict sometimes can be reduced by making decisions on the basis of majority approval rather than striving for a consensus.

According to Fiedler's contingency model, ________ situation control favors a leader who is ________-oriented.

moderate, relationship

According to Fiedler's contingency model, ______ situation control favors a leader who is ______-oriented.

moderate; relationship

According to Fiedler's contingency model, ______ situation control favors a leader who is ______-oriented.

moderate;relationship

Revised path-goal theory indicates to managers that they must consider

modifying their leadership style to fit employee and task characteristics

Revised path-goal theory indicates to managers that they must consider _____.

modifying their leadership style to fit employee and task characteristics Effective leadership style is determined by the employment and environment contingencies must take those into account and modify leadership style for effective outcomes

Which of the following is not a disadvantage of larger groups?

more division of labor Because people are less able to see the worth of their individual contributions in large teams, they show less commitment and satisfaction and more turnover and absenteeism.

In the contingency model, if your leadership orientation does not match the situation in your workplace, Fiedler recommends that you

move to a more suitable situation.

During the ______ stage of team development, close relationships develop as unity and harmony emerge.

norming

The stage of team development during which a group sets guidelines about issues like attendance and punctuality is the ______ stage.

norming

In Jack's work group, members are beginning to develop close interpersonal relationships that have led to an emerging sense of unity and harmony within the team. This is an example of the activities that will occur during the __________ stage of group development.

norming For individuals, the main issue is "What do the others expect me to do?" For the group, the issue is "Can we agree on roles and work as a team?" Note, then, that the group may now evolve into a team. Teams set guidelines related to what members will do together and how they will do it. The teams consider such matters as attendance at meetings, being late, and missing assignments as well as how members treat one another.

The stage during which a group sets guidelines about issues like attendance and punctuality is the ______ stage.

norming In the norming stage, teams set guidelines related to what members will do together and how they will do it. The teams consider such matters as attendance at meetings, being late, and missing assignments as well as how members treat one another.

Which of the following are potential methods to build trust in your team members?

offer support show respect show predictability

Maintenance role

or relationship-oriented role, consists of behavior that fosters constructive relationships among team members

Maintenance Roles: Keeping the Team Together

or relationship-oriented role, consists of behavior that fosters constructive relationships among team members. Maintenance roles focus on keeping team members. If someone at a team meeting says, "Let's hear from those who oppose this plan," he or she is playing a maintenance role. Examples are encouragers, who foster group solidarity by praising various viewpoints; standard setters, who evaluate the quality of group processes; harmonizers, who mediate conflict through reconciliation or humor; and compromisers, who help resolve conflict by meeting others "halfway."

Task role

or task-oriented role, consists of behavior that concentrates on getting the team's tasks done

During the _________ stage in group and team development, members concentrate on solving problems and completing the assigned tasks.

performing members concentrate on solving problems and completing the assigned task. For individuals, the question here is "How can I best perform my role?" For the group/team, the issue is "Can we do the job properly?" During this stage, the leader should allow members the empowerment they need to work on tasks.

When Nelson saw Betty in the stockroom stuffing her purse with expensive printer cartridges, Betty was quick to say, "We've been friends since first grade, so I'm sure you won't say anything about this." Betty was using a(n) _____ on Nelson.

personal appeal

Which of the following are considered conflict triggers?

personality conflicts multicultural conflicts intergroup conflicts (1) between personalities, (2) between groups, (3) between cultures, and (4) between work and family responsibilities.

David's peers were surprised when he received a promotion and suddenly became their supervisor. They thought he was rather unreliable and weren't sure he was up to the task. According to the contingency model, David has

poor leader-member relations.

The three dimensions of situational control are leader-member relations, the task structure, and

position power

Which of the following is not an employee characteristic of relevance in path-goal theory?

position power

________ conflict is designed to elicit different opinions without inciting people's personal feelings

programmed

Jonathan's team has to decide whether or not to pursue a new business opportunity in Japan. He split the team into opposing sides and has them engage in role-playing to help them consider the decision from multiple perspectives. This is an example of ______________ conflict.

programmed Designed to elicit different opinions without inciting people's personal feelings

Conflict that raises different opinions regardless of the personal feelings of the managers is called _____ conflict. Answers: personality dysfunctional contact cross-cultural programmed

programmed Response Feedback: Programmed conflict is defined as conflict that raises different opinions regardless of the personal feelings of the managers.

A _________ team is a team that works to address a particular problem or specific task. Team members can come from the same or different departments.

project

A _______ team is a team that works to address a particular problem or specific task. Team members can come from the same or different departments.

project If you have ever completed a team project for a class, you have been part of a project team. Project teams at work are assembled to solve a particular problem or complete a specific task, such as brainstorming new marketing ideas for one of the company's products. Members can meet just once or work together for many years, depending on the nature of the assignment, and they may meet virtually or face to face. They can come from the same or different departments or functional areas, and while serving on the project team, they continue to fulfill their primary responsibilities.

At Allen and Thomas Architects, a group of designers are developing the first drawings for a proposed multiuse office development in an older section of a large city that is being revitalized. What type of work team is this group?

project team

Cross-functional team

project teams; which is staffed with specialists pursing a common objective

groups often develop through ____________, or a process of alternating periods of stable functioning and dramatic change in norms, roles, and/or objectives caused by an event

punctuated equilibrium

Power deriving from one's personal attraction is called ______ power.

referent

Research indicates that women tend to display more _____, while men tend to display more ______.

relationship leadership; task leadership

Anar congratulated her staff when the team received an industry award for their project, and also sent a companywide e-mail announcing it. Here, Anar is using her ________ power

reward

Which of the following is one of the five sources of power?

reward

Members of a team develop their ______ based on the expectations of the team, of the organization, and of themselves.

roles

Members of a team develop their ______ based on the expectations of the team, of the organization, and of themselves.

roles Roles are socially determined expectations of how individuals should behave in a specific position. Members develop them based on expectations of the team, the organization, and themselves.

Increasing employee psychological empowerment requires four kinds of behaviors,

self-determination, progress, meaningfulness, competence

The Study of words

semantics

In Fiedler's contingency leadership model, the amount of influence a leader has in his or her immediate work environment is called his or her _____.

situational control

Terry was part of an 18-person grounds beautification committee, and among its responsibilities were monthly parking lot cleanup and weekly patio sweeping. He was a part of the committee at his boss's request, but had never actually helped with anything. This is likely an example of _____.

social loafing The larger the size of the team, the more likely performance is to drop, owing to the phenomenon known as social loafing, the tendency of people to exert less effort when working in groups than when working alone.

Alana, the children's department manager at Shoe Mart, has eight employees in her department, and all of them report directly to her. The eight employees who report directly to Alana are her _____.

span of control span of control = describes how many people you supervise

Ken, whose primary job is supervising a small production group, is not getting cooperation from all members on the cross-functional team he leads. In particular, Bethany, a senior marketing manager, seems to resist his direction and tries to influence team members to go in another direction. The source of conflict in this case may be _____.

status differences A source of intergroup conflict is status differences, when there are inconsistencies in power and influence. It can happen that people who are lower in status according to the organizational chart actually have disproportionate power over those theoretically above them, which can lead to conflicts.

Depak's team was not making much progress on defining a new production process. Nicole was being very uncooperative. She did not agree with Depak's direction, and she has not completed her tasks. This team is in what stage of group development?

storming

In Michelle's group, individual members are beginning to assert their personalities and the group is beginning to experience interpersonal conflict among its members. Michelle's group is entering the _________ stage of group development.

storming

The group development stage in which individuals test the leader's policies and assumptions as they try to determine how they fit into the power structure is the ______ stage

storming

The group development stage in which individuals test the leader's policies and assumptions as they try to determine how they fit into the power structure is the ______ stage.

storming The storming stage is a time of testing. Individuals test the leader's policies and assumptions as they try to determine how they fit into the power structure.

Depak's team was not making much progress on defining a new production process. Nicole was being very uncooperative. She did not agree with Depak's direction, and had not completed her tasks. This team is in what stage of group development?

storming The storming stage is a time of testing. Individuals test the leader's policies and assumptions as they try to determine how they fit into the power structure. Subtle forms of rebellion, like procrastination, occur. Groups can stall here when power politics erupt into open rebellion.

A team in the middle of the __________ stage of team development experiences individual conflicts and the emergence of individual personalities within the group.

storming you as an individual, the question is "What's my role here?" For the group, the issue is "Why are we fighting over who's in charge and who does what?" This stage may be of short duration or painfully long, depending on the goal clarity and the commitment and maturity of the members.

Judith supervises a call center department that receives stress-producing calls from unhappy customers. Turnover has increased by 33 percent over the last four months. Judith is understanding and patient with her staff, and tells them she knows what they're going through since it wasn't so long ago that she took those calls. According to revised path-goal theory, Judith is using a(n) ________ leadership style

supportive

A(n) _____ role consists of behavior that concentrates on getting the team's work done.

task

Jamal points out during the meeting that the group has fallen a half hour behind schedule according to the agenda, and should get back to the important work at hand. He is performing a ______ role.

task A task role, or task-oriented role, consists of behavior that concentrates on getting the team's tasks done. Task roles keep the team on track. If you say in a team meeting, "What is the real issue here? We don't seem to be getting anywhere," you are performing a task role.

Which of the following apply to a project team?

task or problem oriented can meet just once or for many years can meet virtually or face to face

One of three dimensions of situational control in the contingency leadership model, ______ is the extent to which tasks are routine, unambiguous, and easily understood.

task structure

One of three dimensions of situational control in the contingency leadership model, ________ is the extent to which tasks are routine, unambiguous, and easily understood

task structure

The three dimensions of situational control include leader-member relations, position power, and

task structure

The three dimensions of situational control include leader-member relations, position power, and _____.

task structure

What is a behavioral leadership approach?

task-oriented relationship-oriented transformational behavior passive behavior

Fiedler's contingency leadership model determines if a leader's style is

task-oriented or relationship oriented

Team roles are of two types: _____ and _____________.

task; maintenance

A _______ is a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable

team

Benita, Sanjay, Brian, and Sonja are studying the sales figures for the automobile industry in the last six months and will then recommend strategy adjustments for the auto manufacturing facility they work at. These four people are an example of a _____________.

team a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable An example of a team is a collection of 2-10 employees who are studying industry pay scales, with the goal of making recommendations for adjusting pay grades within their own company.

Norms tend to be enforced by _____ ________ to help the group survive, to clarify role expectations, to help individuals avoid embarrassing situations, and to emphasize and identify the group's important values.

team members

Using a Devil's Advocate is a helpful approach to make better decisions. It can especially help avoid the ________ trap. People usually _________ working with a Devil's Advocate.

the Confirmation bias, Confirming evidence trap; Don't like

Adjourning

the fifth stage of group and team development; members prepare for disbandment

Forming

the first stage of group and team development; is the process of getting oriented and getting acquainted

Performing

the fourth stage of group and team development; members concentrate on solving problems and completing the assigned task

Storming

the second stage of group and team development; is characterized by the emergence of individual personalities and roles and conflicts within the group

Cohesiveness

the tendency of a group or team to stick together

Social loafing

the tendency of people to exert less effort when working in groups than when working alone

Norming

the third stage of group and team development; conflicts are resolved, close relationships develop, and unity and harmony emerge

Communication is _____.

the transfer of information and understanding from one person to another

Individuals are said to be collaborating when

they are sharing information and coordinating efforts to achieve a collective outcome

Which of the following are true statements about norms?

they are typically unwritten exert a powerful influence on group behavior they are general rules of behavior

Which of the following is a characteristic of transformational leaders?

they encourage people to do exceptional things with trust, commitment and loyalty to produce significant results and change

Which of the following is a characteristic of transformational leaders?

they encourage people to do exceptional things with trust, commitment, loyalty to produce significant results and change.

Which of the following is not a reason why group or team members typically enforce norms?

to create a written document of behavioral guidelines for new employees

The Nordstrom department store chain emphasizes the great lengths to which it goes in customer service. By enforcing its norms for exceptional customer service, Nordstrom is seeking

to emphasize the organization's important values and identity.

As a manager, when you provide rewards or reprimand your subordinates, you are practicing transactional leadership.

true

Employees who are having computer problems at TravelWorld go to Amy rather than the IT department because she is efficient and considerate about helping out and is extremely knowledgeable. Amy has expert power

true

Female leaders tend to use transformational leadership more than male leaders do

true

Leaders benefit most from followers who are helpers (most compliant) rather than rebels (least compliant)

true

The primary purpose of task-oriented leadership behaviors is to ensure that people, equipment, and other resources are used efficiently to accomplish a mission.

true

Reciprocal faith in others' intentions and behaviors is known as __________.

trust

Which of the following is a disadvantage of smaller groups?

unfair work distribution Small teams have some disadvantages: fewer resources, possibly less innovation, and unfair work distribution.

Which of the following is characteristic of men in the workplace, compared with women?

using a more autocratic style

Organizations may apply trait theory by

using personality assessments

Using video and audio links along with computers to allow people at different locations to see, hear, and talk with each other is called _____.

videoconferencing

Which of the following is a manifestation of excessive conflict in the workplace?

violence and workplace aggression Workplace aggression and violence are manifestations of excessive conflict.

A _________ team consists of members who interact by computer network to collaborate on projects.

virtual

Rita is on a team that consists of members who work together over time and distance via electronic media to combine effort and achieve common goals. Rita is on a(n)

virtual team

Erin, a department manager, is struggling trying to lead a cross-functional team. Most members are other department managers at her level, and they see no reason to do what she asks. Here, Erin has

weak position power

Cooperating

when their efforts are systematically integrated to achieve a collective objective

Functional conflict

which benefits the main purposes of the organization and serves its interests

Continuous improvement teams

which consist of small groups of volunteers or workers and supervisors who meet intermittently to discuss workplace- and quality-related problems

Phillip said to a dear friend, "I am fed up with my company's continual disregard for human life and the environment. They just continue to secretly dispose of hazardous chemicals into a nearby stream. I don't know how they get away with it! I am going to tell somebody today." Phillip's decision to tell somebody about his company's actions is an example of a(n) ______.

whistle blower

An integrative negotiation involves a _____ strategy. Answers: win-lose zero-sum win-win fixed-pie regressive

win-win Response Feedback: Integrative negotiation calls for a progressive win-win strategy.

Which of the following is NOT one of the groups that John Kotter would recommend be included in a core change coalition to guide and support organizational change?

All of these should be included: - regular employees - low-level managers - high level managers - a few skeptical employees

Elly and Sylvia, owners of Organic Foods, do not have a formal policy about dress code and work procedures because they see their company as a family place that is enjoyable to work for. Elly and Sylvia believe that if you treat employees like family, the company will do well and grow. These beliefs by the owners of Organic Foods represent the core values of their organization's culture, and are known as ____. a code of ethics

Basic Assumptions basic assumptions = core values of organizational culture Core values of an organization: not observable

Leadership functions include planning, budgeting, organizing, and staffing.

FALSE According to Kotter, companies manage complexity in several ways, including determining what needs to be done (planning and budgeting) and creating arrangements of people to accomplish an agenda (organizing and staffing). These are managerial, not leadership, functions.

Leaders who give people choice in how they do their work and support the decisions that others make are demonstrating which of the Five Practices?

Enabling others to act 4. Enables others to act •fosters collaboration, gives resources and tools to succeed •develops cooperative relationships •actively listens to diverse points of view •treats others with dignity and respect •supports decisions other people make **gives people choice about how to do their work • ensures that people grow in their jobs develops people o empowering, delegating o giving resources o allowing autonomy ***

To focus on improving company customer service this year, the CEO outlined a list of stakeholders to concentrate on: distributors, local communities, and the mass media. These three groups are ____.

External Stakeholders in the Task Force

Fortunately, the 4+1 approaches to solving ethical dilemmas will all lead to the same conclusion every time.

FALSE

A strategy for staying ahead in the workplace of tomorrow is to focus on developing very specialized skills.

FALSE "Being good at several things will be more advantageous in the long run than being excellent at one narrow specialty," says career coach Richard Knowdell. "A complex world will not only demand specialized knowledge but also general and flexible skills."

Tasks that could be considered emergencies are good ones to delegate.

FALSE don't delegate - emergencies - confidential / personnel - specially assigned tasks do delegate - routine tasks -match skills and abilities - help them grow

Jose, the sales manager, is working on the problem of increasing sales by using the rational model of decision making. In the first step he identified the problem of his employees needing more training. In the second step he thought of alternative solutions; and in step three he evaluated alternatives and selected a solution. In the fourth step, Jose needs to _____.

Implement and evaluate the training program chosen

How high priority is this situation? How believable is the information about the situation? How quickly must I act on the information about the situation? These are three questions concerning ways to evaluate _____.

Importance, Credibility, Urgency the 3 factors of "deciding to decide" / effective reactions

Kennedy's speech about the reasons to launch the space program and send a man to the moon was a good example of:

Inspiring a Shared vision

The approach to deciding ethical dilemmas that would include a big focus on what is best for me, right now, in the short-term is: Moral Rights

None of these answers are correct none of them apply

Tracie, working at a research facility in Washington D.C., needs to communicate with Juan, who is in Mexico City, about a project they are working on. Although Juan has perfect command of English, they are still facing a(n) ______ barrier to communication.

Physical physical barrier = space, time, distance

Which of the following is not an employee characteristic of relevance in path-goal theory?

Position Power Employee characteristics/contingencies - task ability -experience -locus of control -need for achievement

Anar congratulated her staff when the team received an industry award for their project, and also sent a companywide e-mail announcing it. Here, Anar is using her ______ power.

Reward

Starbucks CEO Howard Schultz has made sure his employees have health insurance and work in a positive environment. He is committed to helping them learn and grow and tries to actively listen to their concerns. Given this description, he could best be described as which type of leader?

Servant Leader servant- commitment to helping them learn and grow. listens to concerns. making sure they're taken care of Focus: 1.providing increased service to others 2.Meet the Goals of: organization and followers Leader supports the employees and the organization 1. Inverted pyramid Foresee future outcomes Broad-based conceptual thinking Characteristics of the Servant Leader: 1. Focus on listening 2. Ability to empathize with others' feelings 3. Self-awareness of strengths and weaknesses 4. Use of persuasion rather positional authority 5. Belief that they are stewards of employees and resources 6. Commitment to growth of employees/people 7. Drive to build community within and outside organization

Without good management, complex organizations tend to become chaotic.

TRUE

Two contingency factors, employee characteristics and environmental factors, cause some leadership behaviors to be more effective than others according to path-goal theory.

True

As a manager, when you provide rewards or threaten reprimands in exchange for your subordinates' doing the work, you are practicing transactional leadership.

True transactional = provides rewards and punishments contingent on performance

Imagine that company A tells its employees that the big competitor - Company C - is twice as profitable as they are and need to change. What stage of Lewin's Change Model would this be?

Unfreezing realizing you need to make a change. creating the motivation to change

To increase profitability, top management of a national retailer needs to decide if it will close several stores. Management knows that by closing the locations, it will save the company millions of dollars and benefit many stockholder groups and individuals, compared to keeping those stores open and benefiting fewer people. This logic is an example of the ___ approach.

Utilitarian the most good for the most people

Dave is a salesperson who takes a long time to make decisions. He loves sales because he responds well to the pressure he faces in the many new or uncertain situations as a salesperson. Like most successful salespeople, he is high in his tolerance for ambiguity. Dave represents a person with a(n) _____ style.

analytical style - high tolerance for ambiguity, takes a long time to make decisions

Susanne, the CEO of national IT manufacturer, was approached by Simple Phones, a new company that is marketing a new type of phone, to partner with the company on a project. The partnership is uncertain since the company and technology are new. Susanne is uncertain what to do because she is limited by numerous constraints, such as the uncertainty and complexity of the technology, the management success of Simple Phones, and time, since other companies are interested in the partnership. This is an example of _____.

bounded rationality "limited by numerous constraints" = bounded rationality

Symbols, stories, heroes, and rites and rituals are ways in which ____ is(are) most often transmitted to employees.

culture Organizational culture: - The set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to various environments - Aka - corporate culture 1.Observable Artifacts a. Physical manifestations such as manner of dress, awards, myths and stories about the company, rituals and ceremonies, decorations etc. 10 Ways to change organizational Culture 1. Formal statements 2. Slogans and sayings 3. Rites and rituals 4. Stories, legends and myths 5. Leader reaction to crises 6. Role modeling, training and coaching 7. Physical design 8. Rewards, title, promotions and bonuses 9. Organizational goals and performance criteria 10. Measurable and controllable activities 11. Organizational structure a. Ex. Hire a new CEO 12. Organizational systems and procedurs

Sam is the production manager of a busy shoe factory. He was chosen because prior to his promotion he had proven himself to be very efficient, and as a department manager he had a logical and practical approach to solving problems. Sam has a reputation for being decisive and getting things done. Most of the employees like Sam, but they feel his style is autocratic, as he likes to do things by the book. Sam represents a person with a(n) ______ style.

directive style directive = autocratic Decisive! efficient, logical, systematic focus on facts ask and technical value orientation low tolerance for ambiguity

Lee worked on a global team for an American company, and all her work had to be completed in her second language, English. Sometimes her teammates misinterpreted her meaning. This is an example of a(n) ______ barrier to communication.

encoding barrier

Roberta, the computer department manager at IT Mart, is considering if she should use a group to develop a plan to help employees sell extended warranties on technology sales. Roberta should consider having the group make this decision if ______.

if it will increase acceptance of the plan if it will increase quality, acceptance or development when a group can help in decision making: o when it can increase quality, acceptance or development oStructured Conflict (Functional and dysfunctional conflict) oDevils advocacy

Northstar Insurance is about to install a program that will change the way its adjusters settle claims. Adjusters will be able to complete adjustment and issue the check right at the scene of the accident. Although employees are uncertain this can work, other insurance agencies have been successful with this approach. This represents ________.

innovative change new to you but not new to the industry

The ______ model of leadership emphasizes that leaders have different sorts of relationships with different employees.

leader-member exchange (LMX)

"Do my subordinates accept me as a leader?" This question reflects which of the following dimensions of situational control?

leader-member relations

The power that managers have resulting from their formal positions within organizations is called ______ power.

legitimate

Which of the following is not positively associated with transformational leadership, according to research?

less group cohesion

Inside forces for change include which of the following?

low productivity and turnover Employee problems: - Goals and needs of employees not met - Absenteeism - Productivity -turnover - Defect rate - Complaints Managers behavior: - Excessive conflict - Poor leadership inside forces for change: a) HR concerns - unmet needs -job dissatisfaction -absenteeism -turnover -productivity -participation/ suggestions - gap btwn employee needs and desires and the organizations needs and desires b) Managers Behavior - conflict -leadership -reward systems -structural reorganization -excesive conflict

Bob, the owner of Quality Catering, is driven by competition. He is very focused on meeting deadlines and quality, and delivering the results that customers want. He pushes his managers to continually exceed their productivity goals, and stresses that profits take precedence over employee development and satisfaction. Bob feels "there is not enough time for training." However, his employees are regularly rewarded for their success in meeting company goals. This is an example of a(n) ____ culture.

market culture achievement oriented, competitive, goals,decisive

According to the contingency model, a relationship-oriented leadership style works best in ______ situations.

moderate-control

Using threats or intimidation to persuade someone is which influence tactic?

pressure

Dwight, a hotel general manager, is having serious problems—a substance abuse issue—with one of his housekeeping employees. He knows that because of the seriousness of the issue he needs to talk with the employee. However, his assistant manager asks Dwight if he would like him to deal with it. Dwight knows this is not the best option, but agrees, knowing it is the easy way out. This is an example of _____.

relaxed change

In Fiedler's contingency leadership model, ________ is the amount of influence a leader has in his or her immediate work environment.

situational control

Joe, a lobbyist who represents a certain industry, is meeting with several members of Congress to try to exert political influence by contributing funds to the lawmakers' election campaigns. Joe also is involved in a letter-writing campaign to promote his cause. Joe represents a ____.

special-interest group

Matt and his managers spent a large sum of money on the new training program, and they feel that there has been little improvement as a result of the investment. The training is scheduled to continue for two more months, and Matt feels that with all the money already spent on the project, it is too costly to simply abandon it. This is known as ______.

sunk cost bias

supportive

James manages his employees by carefully monitoring their production, comparing what they do to predicted schedules and desired budgets. James can best be described as a ______ leader.

task-oriented

Marcel supervises a group of paralegals serving the firm's lawyers. He gets along well with his employees, and he has created detailed procedures for all the types of legal document they encounter. Marcel hires and fires; he also gives work assignments, performance appraisals, and promotions. The optimal leadership style for Marcel is _____ according to the contingency model.

task-oriented

James manages his employees by carefully monitoring their production, comparing what they do to predicted schedules and desired budgets. James can best be described as a ______ leader.

task-oriented leader o The degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines and assigning tasks o Concern for production o Job centered

In the political ads for Representative Joe Smith, the Democratic candidate, he is portrayed by the Republican-sponsored ads as being dishonest and poor at his job. Yet, the ads for Joe Smith, which are paid for by the Democratic supporters, describe him as being caring, honest, and a hard worker. The sponsors of these advertisements know that ads can affect whom voters choose on Election Day. This tendency of decision makers, the voters in this case, to be influenced by how a situation or problem is presented to them is known as ____.

the Framing Bias

Employees at Employees Credit Union were really impressed with Ryan, the new CEO. He was the first person who had fully developed a vision for the company about where it could go, and had energized everyone to try to get there. Ryan is a ______ leader.

transformational

The primary purpose of task-oriented leadership behaviors is to ensure that people, equipment, and other resources are used efficiently to accomplish a mission.

true task oriented = efficiency, production, job centered

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