Chapter -9
Chapter 9
/Chapter 9
The paradox of _________ involves toughness and tenderness, putting the well-being of the group before the individual.
d. servant leadership
A ____ is a collection of people who must rely on group cooperation in order to experience the most success possible and thereby achieve the organization's goals.
d. team
According to the equity theory, when people believe that the rewards for performance are unequal to their inputs, _____.
d. they will seek to decrease their input level.
Which of the following factors affects how a person is perceived in an organization?
diversity
According to Herzberg's study and additional studies on job satisfaction:
c. good pay, benefits, and security prevent dissatisfaction, but don't strongly motivate.
Based on the Leadership Grid, opportunistic management occurs when:
c. people shift to whatever grid style is needed to gain maximum advantage.
The lowest level needs in Maslow's hierarchy are a person's:
c. physiological needs.
The ego or esteem needs of an individual can be satisfied through _____.
c. recognition of his or her work
According to the Leadership Grid, a supervisor who is primarily concerned with production and shows little concern for people would be using a style of leadership referred to as:
c. task management.
Transformational leadership is closely related to:
c. team leadership.
A reason for employees not welcoming delegation is because:
c. the duties given to them are often ambiguous or unclear.
A problem-solving group performs effectively when:
c. the group size is five to seven members.
Three factors, or variables, have a major impact on the choice of a leadership style: the supervisor's management philosophy, the followers' readiness level, and:
c. the situation faced by the supervisor.
An employee will be more willing to communicate frankly to his or her supervisor:
c. when there is mutual trust between the supervisor and the employee.
Chapter 5
Answers
Chapter 6
Chapter 6
Chapter 7
Chapter 7
Chapter 8
Chapter 8
_____ refers to messages and documents created, transmitted, and usually read entirely on computer.
Which of the following statements is true of the motivation-performance link?
a. An individual's skills and abilities have an influence on performance.
_____ results from people's perceived expectation that punishment will follow if they do not comply with the orders of a leader.
a. Coercive power
_____ are process-oriented, positive-people team members who are effective listeners and facilitators of any conflict among team members.
a. Communicators
Which of the following statements is true?
a. Groups provide opportunities for members to satisfy security needs.
An employee encounters a setback or obstacle on the job and gives up. Which level of motivation does this describe?
a. Level of persistence
Which of the following is characteristic of the participating and supporting style of leadership proposed by Hersey and Blanchard?
a. Low task, high relationship
a. the board of directors.
a. Power
Tom is a very charming, hard-working, and dedicated leader. Which of the following types of power is Tom most likely to possess because of these qualities?
a. Referent power
Which of the following is the richest communication form?
a. Telephone messages
Which of the following statements holds true for the beliefs of Theory X leaders?
a. They believe in an autocratic management style.
Which of the following statements is true?
a. Transactional leadership is based on the premise that leaders can reward employees who meet their objectives.
The mutual liking and team feeling in a group is known as:
a. group cohesiveness.
According to Herzberg's study, _____.
a. hygiene factors are such things as pay and benefits
A(n) _____ uses intranet or Internet technology that allows people to receive messages in real time. It can include a group of people who type individual messages seen by everyone in the "chat room."
a. instant message
An example of an intrinsic motivator is:
a. job enjoyment.
The driving idea of empowerment is to:
a. provide employees closest to the work and to customers the opportunity to make decisions.
Changing an organization's structure involves:
a. rearranging authority-responsibility relationships.
Th e CEO of an organization fires a department head. The CEO is most likely to have received his authority from:
a. the board of directors.
The Situational Leadership Model shows the relationship between:
a. the readiness of followers and the leadership style.
Employees are more likely to commit to goals:
a. they have had a hand in setting.
Which of the following would be an example of lateral-diagonal communication?
b. A conversation between the maintenance supervisor and the production supervisor
______ is the process by which a receiver converts into an idea(s) the communication symbols from a sender.
b. Decoding
Jane is a manager and is highly knowledgeable and experienced in her area of specialization. Which of the following types of power is Jane most likely to possess owing to her knowledge?
b. Expert power
_____ are factors that an organization's management has little control over.
b. External change forces
Which of the following is true about transactional and/or transformational leadership?
b. Leaders can demonstrate both transactional and transformational leadership behaviors.
_____ develops from internalized values that dictate that a leader has an inherent right to influence subordinates.
b. Legitimate power
____ are examples of formal groups.
b. Network groups
According to the reinforcement theory, which of the following would positively reinforce desired behavior?
b. Oral or written praise
_____ results from activities that improve an organization's structure, technology, and people so it can achieve its objectives.
b. Organizational effectiveness
If a manager scores 9,9 on the Leadership Grid, then he or she is said to demonstrate:
b. a high concern for both people and production.
According to the acceptance theory of authority:
b. a manager has authority when it has been accepted by the manager's subordinates.
The law of effect states that:
b. behaviors that meet with pleasant consequences tend to be repeated.
An announcement of the goals and objectives of an organization is an example of _____.
b. downward communication
The type of communication which originates with managers and is directed to employees is:
b. downward communication.
Authority flows:
b. downward.
Layer s of hierarchy are a barrier to communication because:
b. each level can add to, take from, qualify, or change the original message.
Informal groups:
b. evolve out of employees' need for social interaction.
Cohesiveness is positively impacted by all of the following, EXCEPT:
b. internal power struggles.
Motivation
b. is a result of a person's individual needs, perceptions, and goals.
The stage of group development in which the group develops open communication and group cohesion is the ____ stage.
b. norming
Assuming that the factors affecting employees' job performance are all equal, _____.
c. employees who are highly motivated will have high performance.
Social loafing means that an individual is _____ when working with others as a team.
b. taking a free ride
The expectancy theory involves the interplay of expectancy that effort will lead to a given performance; probability of reward associated with the performance result, and:
b. the value of the reward to the individual.
Which of the following is NOT one of the four stages of group development?
c. Conforming
Which of the following is true of linguistic styles?
c. Differences in linguistic styles are communication barriers.
Which of the following is true of the grapevine?
c. In most organizations, the grapevine is the employees' major source of information about the company.
Which of the following is true about repetition?
c. It helps when certain parts of a message are more important than others.
The belief that people will exercise self-direction in the service of objectives to which they are committed is most closely related to:
c. McGregor's Theory Y.
Which of the following is true of delegation?
c. Some leaders do not delegate because of a lack of trust in other workers.
________ involves clarifying the job, telling people what to do, how to do it, and when.
c. Task behavior
Which of the following is a habit of unsuccessful managers?
c. They see themselves and their companies as dominating the environment.
_____ is initiated by employees with their immediate supervisor.
c. Upward communication
Under _____, organizational members take a hard look at the past to identify what to hold on to, while deciding what needs to go. Employee participation in the change process is the key.
c. adaptive leadership
The means used to pass a message is the:
c. channel.
According to the formal theory of authority, authority is:
c. conferred.
_____ is best defined as the obligation that is created when an employee accepts a leader's delegation of authority.
d. Accountability
_____ is associated with pay, benefits, and working conditions.
d. Extrinsic motivation
_____ is the goal of a developmental leader.
d. Helping groups evolve effectively and achieve high-performing membership
Which of the following is true of goals according to Edwin Locke's goal-setting theory?
d. Performance goals clarify the expectations between a supervisor and an employee and between coworkers and sub-units.
Which of the following would be an intrinsic motivation?
d. Recognition
Which of the following is NOT a component of emotional intelligence?
d. Self-conceit
_____ is an informal communication method.
d. The grapevine
Which of the following is not a characteristic of heroic managers?
d. They have limited or no technical expertise.
The best group composition for a group designed to perform a complex task is:
d. a group with diverse backgrounds and value systems.
Slumped posture, clenched fists, or kicking pieces of furniture are nonverbal signals that belong to the category of ______.
d. body signals
Granting authority, assigning responsibility, and requiring accountability are part of the:
d. delegation process.
Factors causing job dissatisfaction are:
d. extrinsic.
The stage of group development in which the group determines role expectations is the ____ stage.
d. forming
When a n individual produces a behavior because of the pleasant experiences associated with the behavior itself, the behavior is said to result from:
d. intrinsic motivation.
Changing an organization's technology includes:
d. modifying tools, equipment, and machinery.
Internal change forces result from changes in:
d. organization goals.
A leader holding Theory Y assumptions would prefer a(n) _________ leadership style.
d. participative
According to the hierarchy of needs theory, _____.
d. people's needs may be ranked based on their relative importance.
According to the Leadership Grid, if a supervisor uses a middle-of-the-road management leadership style, he or she:
d. places equal emphasis on people and production.
The _____ is best defined as a form of active listening in which the listener repeats, in a summarizing way, what the speaker has just said.
d. reflective statement
A worker asks seeks clarification regarding a job assignment given to her by her supervisor. The worker's communication is an example of:
feedback
The Leadership Grid shows that a leader has two concerns, production and:
people
The _____ is the person who encodes the message in the communication process model.
sender
The concept that two or more people working together can accomplish more than the sum of their independent efforts is known as:
synergy
Two of the most significant ways of empowering and developing people are coaching and:
teaching
