Final Exam

In one recommendation letter, Cynthia's manager seemed to imply that although Cynthia was generally effective in her job, she could often rub her coworkers the wrong way. Whether or not it was intended, she occasionally came across as cold or callous to her peers. A. Openness to Experience B. Extraversion C. Conscientiousness D. Agreeableness E. Neuroticism

Agreeableness

Which of the following is typical of the role-making phase, according to LMX theory? A. The leader tries to get a feel for the talent and motivation levels of the employee. B. Employees attempt to fulfill the leader's expectations through their job behaviors. C. The employee's own expectations get mixed in with those of the leader. D. It is a period of sampling and experimentation. E. The manager describes role expectations to the employee.

C. The employee's own expectations get mixed in with those of the leader

Emma and Julie spent a really long time in the conference room. Both came prepared to fully explain their opinions and suggestions. Both listened intently to the other's requests and they were able to find a solution. A. Pressuring B. Competing C. Collaborating D. Compromise E. Avoiding F. Accommodating

Collaborating

Tom works at a relatively small firm and claims that, so far, everything is going well - the handful of employees enjoy working together and have similar visions for how the company should move forward. A. Communal - high sociability, high solidarity B. Networked - high sociability, low solidarity C. Mercenary - low sociability, high solidarity D. Fragmented - low sociability, low solidarity

Communal - high sociability, high solidarity

Todd was very focused on achieving his goal. You noticed that he kept reminding the employees in the meeting that he was officially in charge and had the authority to make their work lives difficult if they didn't cooperate. A. Pressuring B. Competing C. Collaborating D. Compromise E. Avoiding F. Accommodating

Competing

Ryan and Tim spent a fair amount of time working through their differing opinions on their project. In the end, one gave a few concessions to the other in order to make it work. A. Pressuring B. Competing C. Collaborating D. Compromise E. Avoiding F. Accommodating

Compromise

In his recommendation letter, Cynthia's prior supervisor indicated that she was a hardworking employee - she showed up to work early almost every day, helped out whenever necessary, and was generally very organized with how she conducted her work. A. Openness to Experience B. Extraversion C. Conscientiousness D. Agreeableness E. Neuroticism

Conscientiousness

Which of the Big Five personality traits has the greatest effect on typical performance? A. agreeableness B. conscientiousness C. extraversion D. neuroticism E. openness

Conscientiousness

Alex and his coworkers are given the freedom to make the final say on decisions that are within their job scope. A. Work specialization B. Chain of command C. Span of control D. Formalization E. Decentralized

Decentralized

Based on your interactions with Cynthia in the interview, you think she might be a good leader of the sales team one day. In particular, when she explained some of her successes on projects, she indicated that she "took initiative" and "took control of the situation." A. Openness to Experience B. Extraversion C. Conscientiousness D. Agreeableness E. Neuroticism

Extraversion

Which of the following is true with regard to emotional intelligence? A. People with high levels of cognitive ability are more likely to also have high levels of emotional intelligence. B. Individuals with higher levels of emotional intelligence are less likely to engage in counterproductive behaviors. C. Emotional intelligence is a more important determinant of job performance for people with higher levels of cognitive intelligence. D. In many circumstances, high emotional intelligence can compensate somewhat for low cognitive intelligence. E. People with low levels of emotional intelligence are more likely to try to influence other people in order to achieve personal goals.

In many circumstances, high emotional intelligence can compensate somewhat for low cognitive intelligence

The team members just seem to "get it." Everyone seems to have the same big picture of where the team is trying to go and how to get there. It is something that isn't really said aloud, it is obvious that everyone knows. A. Cohesion B. Behavior modeling C. Potency D. Mental models E. Transactive memory

Mental models

Jorge is new to his company. One of his colleagues, Darius, who has been with the company for years, takes Jorge under his wing and helps him navigate the company's culture and adapt to its norms. Darius' behavior is an example of A. value transference. B. mentoring. C. friendliness. D. orientation. E. training.

Mentoring

"...necessary that you can quickly scan objects and people looking for any suspicious items and/or patterns of behavior..." A. Verbal B. Perceptual C. Reasoning D. Spatial E. Quantitative

Perceptual

On one particular morning, you showed up for work to find an impressive report that detailed the team's progress on your desk. A. Forming B. Storming C. Norming D. Performing

Performing

The ASA framework holds that potential employees will be attracted to organizations whose cultures A. match their personalities. B. are healthy and productive. C. espouse similar values. D. have low levels of bureaucracy. E. have a diversity of viewpoints.

match their personalities

Jenny seemed to pick up on the fact that her coworkers felt passionately about doing things a certain way. Even though she may have initially disagreed, she changed her mind relatively quickly in the meeting. A. Pressuring B. Competing C. Collaborating D. Compromise E. Avoiding F. Accommodating

Accommodating

It is obvious to you that Lauren doesn't like conflict. You heard the others mention that she rescheduled this meeting several times - they think she did it to get around the confrontation of it all. A. Pressuring B. Competing C. Collaborating D. Compromise E. Avoiding F. Accommodating

Avoiding

Alex reports to the marketing director, regardless of what project he is working on. A. Work specialization B. Chain of command C. Span of control D. Formalization E. Decentralized

Chain of command

You and your team members all seem to get along really well. In fact, you find yourself dreading the end of the project in fear that this team will be broken apart. What's more, you think you'd be friends with these team members outside of work too. A. Cohesion B. Behavior modeling C. Potency D. Mental models E. Transactive memory

Cohesion

Team D was so successful with their first ad campaign that the team decided to stay intact for the foreseeable future. As of now, they have gotten four campaigns off the ground successfully and are working on their fifth. Your job with this team should be relatively simple. A. Participating - low initiating structure, high consideration B. Delegating - low initiating structure, low consideration C. Telling - high initiating structure, low consideration D. Selling - high initiating structure, high consideration E. Facilitating - low initiating structure, high consideration

Delegating - low initiating structure, low consideration

Which of the following is suggested by the similarity-attraction theory? A. Greater diversity in knowledge perspectives stimulates the exchange of information, which fosters learning. B. Diversity is beneficial only in teams where the members communicate virtually. C. Teams that engage in work that is relatively complex and requires creativity tend not to benefit most from diversity. D. Diversity on attributes such as cultural background, race, and attitudes is associated with communication problems. E. Diversity in teams is beneficial because it provides for a larger pool of knowledge.

Diversity on attributes such as cultural background, race, and attitudes is associated with communication problems

Although there are broad guidelines for his job, Alex has a lot of discretion in his decisions. A. Work specialization B. Chain of command C. Span of control D. Formalization E. Decentralized

Formalization

You can hear the members chatting down the hall, making an effort to try to understand what each other brings to the table for this project. A. Forming B. Storming C. Norming D. Performing

Forming

Lisa describes her company as completely dysfunctional - her coworkers are either arguing with one another or completely off in their own worlds. No one seems to agree on anything and they just can't get along! A. Communal - high sociability, high solidarity B. Networked - high sociability, low solidarity C. Mercenary - low sociability, high solidarity D. Fragmented - low sociability, low solidarity

Fragmented - low sociability, low solidarity

Which of the following characterizes pooled interdependence?Each A. Members interact with a subset of other members to complete the team's work. B. Different tasks are done in a prescribed order, and the group is structured such that the members specialize in these tasks. C. Group members complete their work assignments independently, and then this work is simply "piled up" to represent the group's output. D. Each member has a great deal of discretion in terms of what they do and with whom they interact while collaborating to accomplish the team's work. E. Interaction in the team only occurs between members who perform tasks that are next to each other in a sequence.

Group members complete their work assignments independently, and then this work is simply "piled up" to represent the group's output

Which of the following is true regarding prediction of leadership effectiveness using traits? A. Focus on leader traits holds more practical relevance than focus on leader actions. B. Traits have no correlation with leadership, especially when leader effectiveness serves as the outcome. C. Traits are more predictive of leadership effectiveness than leader emergence. D. Traits have a greater effect on leader effectiveness than leader behavior. E. High conscientiousness is a trait that has been found to be correlated to leader emergence.

High conscientiousness is a trait that has been found to be correlated to leader emergence

One of the taxonomies used to describe cultural values is the A. RIASEC Model. B. CANOE Acronym Classification. C. Hofstede Dimensions D. Myers-Briggs Types. E. Big Five Approach.

Hofstede Dimensions

Which of the following is true regarding an organization's "span of control"? A. A narrow span of control is especially important if the manager has lesser skill or expertise than the subordinates. B. If the span of control becomes too narrow, employees become resentful of their close supervision. C. A narrow span of control requires the employment of fewer managers, resulting in decreased labor costs. D. It reflects the power of lower-level employees to make decisions affecting the organization. Research suggests that a narrow span of control is best for an organization's productivity.

If the span of control becomes too narrow, employees become resentful of their close supervision

Terrell's company is rife with office politics. Employees are constantly undermining each other and forming alliances against others. This is an example of a ________ culture. A. communal B. fragmented C. mercenary D. networked E. renegade

Mercenary

You would typically describe your company as political. Everyone seems to "gel" - that is, you are typically on the same page with your coworkers - but you don't like them very much and you get the same feeling from them! A. Communal - high sociability, high solidarity B. Networked - high sociability, low solidarity C. Mercenary - low sociability, high solidarity D. Fragmented - low sociability, low solidarity

Mercenary - low sociability, high solidarity

_____ is a transition process that involves an analysis of the team's tasks, the challenges that face the team, and the resources available for completing the team's work. A. Mission analysis B. Emotional cohesion C. Behavior modeling D. Boundary spanning E. Self-assessment

Mission analysis

_____ is the loss in team productivity that occurs when team members do not work as hard as they could. A. Motivational loss B. Organizational loss C. Communication loss D. Cohesion breakdown E. Emotional loss

Motivational loss

Dahlia works in the art department of a major film company. Her coworkers are artists, filmmakers and marketing people. While everyone gets along well, there is little groupthink; everyone is involved in their own teams and projects. This is an example of a(n)______ culture. A. fragmented B. independent C. mercenary D. communal D. networked

Networked

John tends to speak well of his company's culture. He and his coworkers seem to get along even though they all come to the table with very different perspectives and ideas. A. Communal - high sociability, high solidarity B. Networked - high sociability, low solidarity C. Mercenary - low sociability, high solidarity D. Fragmented - low sociability, low solidarity

Networked - high sociability, low solidarity

Some of the notes you took were more about Cynthia's demeanor in the interview than the words she spoke. In particular, you noted that she seemed a bit more nervous than necessary and was fidgeting a lot during the interview. When you asked about topics that she didn't seem to like - such as coworker relationships - her mood seemed to change rather drastically. A. Openness to Experience B. Extraversion C. Conscientiousness D. Agreeableness E. Neuroticism

Neuroticism

Looking through the conference room window one afternoon, you saw the team deep in conversation and feel a generally "peaceful vibe" between the team members. A. Forming B. Storming C. Norming D. Performing

Norming

Based on her description of her strengths, Cynthia seemed to be more concerned with getting her work done and following the rules and procedures of a job then finding new ways to accomplish her work tasks. A. Openness to Experience B. Extraversion C. Conscientiousness D. Agreeableness E. Neuroticism

Openness to experience

When actions by individuals in an organization are directed toward the goal of furthering their own self interests, this is known as A. personal politics. B. personal leadership. C. organizational internalization. D. organizational politics. E. political aggrandizement.

Organizational politics

Team A has finished the planning and design phase of their campaign and it is about to officially launch. For the most part, they are self-sufficient at this point. As they enter this next phase, however, you anticipate that they may need some encouragement from you occasionally. A. Participating - low initiating structure, high consideration B. Delegating - low initiating structure, low consideration C. Telling - high initiating structure, low consideration D. Selling - high initiating structure, high consideration E. Facilitating - low initiating structure, high consideration

Participating - low initiating structure, high consideration

Your team seems to have a really positive attitude. Everyone is aware of the goal and seems confident that the team can be successful. A. Cohesion B. Behavior modeling C. Potency D. Mental models E. Transactive memory

Potency

"...involves careful analysis of the company budget and monthly balancing of the accounts..." A. Verbal B. Perceptual C. Reasoning D. Spatial E. Quantitative

Quantitative

"...coordinate board meetings and retreats. It is particularly important that you can anticipate obstacles and problems in coordinating schedules and events..." A. Verbal B. Perceptual C. Reasoning D. Spatial E. Quantitative

Reasonig

The type of power that exists when others have a desire to identify and be associated with a person is______ power. A. expert B. reward C. referent D. coercive E. legitimate

Referent

Team B has been working on their advertising campaign for about a month now. At first they were really excited about the project, but after several ideas have fallen through, they are a bit frustrated with the task. They expected this to be a lot more fun, but it is turning out to be more complex than the team anticipated. A. Participating - low initiating structure, high consideration B. Delegating - low initiating structure, low consideration C. Telling - high initiating structure, low consideration D. Selling - high initiating structure, high consideration E. Facilitating - low initiating structure, high consideration

Selling - high initiating structure, high consideration

Alex is one of over 50 employees who report directly to the vice president of marketing. A. Work specialization B. Chain of command C. Span of control D. Formalization E. Decentralized

Span of control

"...you need to have a good eye for design layouts and be on site before the main photographer to set up the various shoots you design..." A. Verbal B. Perceptual C. Reasoning D. Spatial E. Quantitative

Spatial

One of the guys, Tom, seems to be rooted in his ideas on how things should proceed. Granted, he is probably the team member with the most relevant knowledge about the manufacturing process of this product, but he doesn't seem to want to listen to anyone else's ideas in this regard. A. Forming B. Storming C. Norming D. Performing

Storming

_____ is an action process that involves keeping track of things that the team needs to accomplish its work. A. Systems monitoring B. Confidence building C. Interpersonal processing D. Task realization E. Organizational assessment

Systems monitoring

Team C was literally formed last month. The team members are really excited to be working together on a new advertising campaign, but are still relatively unsure of how to proceed at this point. A. Participating - low initiating structure, high consideration B. Delegating - low initiating structure, low consideration C. Telling - high initiating structure, low consideration D. Selling - high initiating structure, high consideration E. Facilitating - low initiating structure, high consideration

Telling - high initiating structure, low consideration

The team members seem acutely aware of the strengths of the other team members and how to rely on these strengths effectively to meet the team's goal. A. Cohesion B. Behavior modeling C. Potency D. Mental models E. Transactive memory

Transactive memory

Of all leadership variables, _____ leadership is the one most universally endorsed across cultures. A. transformational B. active management-by-exception C. laissez-faire D. passive management-by-exception E. contingent reward

Transformational

"...a major component of this job is to prepare and deliver presentations that explain the team's progress to the rest of the company..." A. Verbal B. Perceptual C. Reasoning D. Spatial E. Quantitative

Verbal

Alex takes on many responsibilities in the office. He is technically a market analyst, but often involved in designing campaigns and managing accounts. A. Work specialization B. Chain of command C. Span of control D. Formalization E. Decentralized

Work specialization

Resistance is most likely to occur when the target A. considers the request inappropriate or unreasonable. B. puts forth a greater level of effort than the influencer requested. C. has ambiguous feelings about the request itself. D. experiences a shift in behavior but not attitude. E. fails to complete similar tasks previously.

considers the request inappropriate or unreasonable

Formalization refers to the A. answering of the question of "who reports to whom?" and signifies formal authority relationships. B. actual physical location where decisions are formally made in organizations. C. degree to which tasks in an organization are divided into separate jobs. D. degree to which rules and procedures are used to standardize behaviors and decisions in an organization. E. total quantity of employees each manager in the organization is responsible for overseeing.

degree to which rules and procedures are used to standardize behaviors and decisions in an organization

Project teams are formed to A. integrate the activities and employees of subunits across business functions on a permanent basis. B. provide recommendations to managers about important issues that correspond to the organization's production processes. C. perform tasks that are normally limited in duration, but are quite complex and take place in contexts that are highly visible. D. take on "one-time" tasks that are often complex and require input from members with different types of training and expertise. E. produce goods or provide services, generally requiring a full-time commitment from their members

take on "one-time" tasks that are often complex and require input from members with different types of training and expertise

Ability refers to A. a strong desire to accomplish task-related goals as a means of expressing personality. B. the relatively stable capabilities people have to perform a particular range of different but related activities. C. the structures and propensities inside people that explain their characteristic patterns of thought, emotion, and behavior. D. skills that can be improved over time with training, practice, and experience. E. a dispositional tendency to experience pleasant, engaging moods such as enthusiasm, excitement, and elation.

the relatively stable capabilities people have to perform a particular range of different but related activities

Personality refers to A. a dispositional tendency to experience pleasant, engaging moods such as enthusiasm, excitement, and elation. B. shared beliefs about desirable end states or modes of conduct in a given culture. C. a dispositional tendency to experience unpleasant moods such as hostility, nervousness, and annoyance. D. the structures and propensities inside people that explain their characteristic patterns of thought, emotion, and behavior. E. recurring regularities or trends in people's responses to their environment.

the structures and propensities inside people that explain their characteristic patterns of thought, emotion, and behavior

Which of the following describes the purpose and activities of a parallel team? A. to integrate activities of subunits across business functions B. to produce goods or provide services for consumers C. to provide recommendations and resolve issues not specifically connected to production D. to perform complex tasks that take place in highly visible or challenging circumstances E. to produce a one-time output (product, service, plan, design, etc.)

to provide recommendations and resolve issues not specifically connected to production