MAN Test 3 Multiple Choice
_____ approach outlines those organizational settings in which a leadership style is unimportant or unnecessary. A. The situational substitutes for leadership B. The trait theory of leadership C. The situational model of leadership D. Fiedler's contingency theory
A
_____ can be thought of as a mental state that arises spontaneously within a person based on interaction with the environment rather than through conscious effort and can affect their workplace attitudes and behaviors. A. An emotion B. An attitude C. Behavior D. Perception
A
_____ is a primary cause of conflict in a team. A. Competition over resources B. Shared team goals C. A small team size D. A high level of team interaction
A
_____ is defined as the extent to which members are attracted to the team and motivated to remain in it. A. Team cohesiveness B. Storming C. Social facilitation D. Task specialization
A
_____ refers to antagonistic interaction in which one party attempts to block the intentions or goals of another. A. Conflict B. Social facilitation C. Storming D. Primacy
A
The bottom line of an income statement shows: A. three types of information: assets, liabilities, and owners' equity. B. the net income—profit or loss—for the given time period. C. the firm's financial position at a specific point in time. D. liquidity and profitability ratios.
B
The final step of the feedback control model is to: A. measure actual performance. B. take corrective action. C. compare performance to standards. D. establish performance standards.
B
The most frequently used interpersonal influence strategy is: A. helping people to like you. B. the use of rational persuasion. C. developing allies. D. asking for what you want.
B
Into what two categories do the consequences of team cohesiveness fall? A. Morale and team interaction B. Morale and team productivity C. Team structure and team context D. Shared goals and personal attraction to the team
B
Jackie is determined to find a win-win solution to the conflict within her team. She plans to use an integrative approach to the negotiation. Which of the following steps would NOT be part of achieving a solution? A. Generate alternatives for mutual gain. B. Focus on current demands, not interests. C. Separate the people from the problem. D. Ensure that results are based on objective standards.
B
Quality circles: A. are based on a hierarchical control philosophy. B. consist of 6-12 volunteer employees. C. push decision making exclusively to the top management levels. D. increase employee commitment through recreational activities.
B
Stephen believes that Ricardo's speech impediment is indicative of lesser abilities in other areas of work. This is an example of: A. fundamental attribution error. B. stereotyping. C. organizational commitment. D. the halo effect.
B
Stereotyping is an example of which of the following kinds of error? A. Organizing B. Perceptual distortion C. Attribution D. Screening
B
The Leadership Grid describes _____ as high in concern for people but low in concern for production. A. impoverished management B. country club management C. team management D. authority-compliance management
B
The _____ approach to leadership involved finding out what made known leaders great, and selecting future leaders who already exhibited the same traits or could learn to develop them. A. "path-goal" B. "great man" C. situational theory D. contingency theory
B
The _____ says that if you feel like you have a lot of support, you're less susceptible to the negative effects of bad stress. A. theory of cognitive dissonance B. buffering hypothesis C. attribution theory D. direct effects hypothesis
B
13 _____ increases your focus, alertness, efficiency, and productivity; _____ compromises your job performance, your relationships, and even your health. A. Work stress/personal stress B. Internal stress/external stress C. Threat stress/challenge stress D. Challenge stress/threat stress
D
In order for a team to be effective, team members must be willing to commit to the team. Which of the following would NOT be among the requirements of teamwork? A. Trust one another B. Be willing to sacrifice for the team C. Focus on a shared mission D. Avoid collaboration
D
One of the outcomes of team effectiveness is _____, which involves the team's ability to meet member needs in order to maintain their membership and commitment. A. productive output B. the capacity to adapt C. the capacity to learn D. satisfaction
D
People experience _____ when their work matches their needs and interests. A. cognitive dissonance B. organizational commitment C. organizational citizenship D. job satisfaction
D
People with an internal locus of control are: A. difficult to motivate. B. more likely to blame others. C. less involved in their jobs. D. more difficult to manage.
D
A _____ benefits from team membership but does not make a proportionate contribution to the team's work. A. free rider B. star team member C. group leader D. trustworthy team member
A
A common dysfunction of teams is: A. finger-pointing. B. allowing vulnerability. C. the presence of conflict. D. putting aside personal agendas.
A
A manager who lacks self-confidence: A. is more likely to avoid difficult decisions and confrontations. B. tends to give subordinates free rein. C. is more likely to delegate responsibility. D. tends to spend more time hiring and developing capable people.
A
A special-purpose team is: A. often created to develop a new product or service. B. also known as a command team. C. a type of functional team. D. specifically designed to delegate decision making.
A
A(n) _____ includes anticipated and actual income for a responsibility center. A. revenue budget B. top-down budget C. expense budget D. capital budget
A
Alderfer's ERG factor of "need for growth" corresponds to which part(s) of Maslow's hierarchy of needs? A. Esteem and self-actualization B. Physiological and safety C. Belongingness D. Esteem
A
Antony has created an organization in which the workforce participates in imagining and building the organization's direction, ensuring that employees are engaged beyond their current work. Which of the following types of workforce has Antony put into place? A. Thriving workforce B. Rotating workforce C. Permanent workforce D. Temporary workforce
A
At Leif's company, the culture reflects an obsession with rules and a bureaucracy that can excel at turning chaos to order. Management monitors employees' behavior and influences them through policies and position power. Which of the following types of control philosophy does Leif's company use? A. Hierarchical B. Open-book management C. Decentralized D. Horizontal
A
Brian believes that pregnant women are overly emotional, so he takes extra care when talking with Bernice, who is five months pregnant. Brian is operating under which of the following perceptual errors? A. Stereotyping B. Perceptual defense C. The halo effect D. Attribution
A
Cecilia's team is in the process of initiating a capital campaign for a nonprofit homeless shelter. The people on the team are all committed to the project and no one seems willing to express contrary opinions about the approach the team leader has expressed even though Cecilia has questions about several issues. Because the idea sounds good on the surface and the team wants to move forward harmoniously, they all go along with the leader's plan. This team is experiencing: A. groupthink. B. conflict. C. integrative negotiation. D. compromise.
A
Distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and even appearance, are known as leadership: A. traits. B. advantages. C. consequences. D. managerial assets.
A
During planning and decision making, Jessica uses an approach that requires a complete justification for every line item in a budget, instead of carrying forward a prior budget and applying a percentage change. The approach is known as: A. zero-based budgeting. B. inflation-based budgeting. C. incremental budgeting. D. top-down budgeting.
A
Fiedler's contingency theory: A. matches a leader's style with the situation most favorable for his or her effectiveness. B. suggests four leadership styles that can be adopted by leaders to guide their followers. C. considers a person's leadership style to be flexible. D. focuses on the characteristics of followers in determining appropriate leadership behavior.
A
Financial statements provide the basic information used for financial control of an organization. What two major financial statements are the starting points for financial control? A. Income statement and balance sheet B. Profit-and-loss statement and cash flow statement C. Income statement and liquidity ratios D. Balance sheet and leverage ratios
A
Fiona has been working with the employees in her small catering business, showing them how she tracks expenses and revenues, showing them how their efforts contribute to the growing business, and asking them for ideas for ways to improve. Through her open-book management approach, which of the following goals is Fiona working toward here? A. To get every employee thinking and acting like a business owner B. To use top-down authority and position power C. To enforce the formal control systems in place D. To increase and emphasize extrinsic rewards
A
For managers to have effective organizational control, which of the following factors is important? A. Having the correct data B. Creating the glass ceiling policy C. Increasing the team size D. Having free riders on a team
A
Her _____ gives Martha the right to fire or demote employees, criticize them, or withhold pay increases. A. coercive power B. reward power C. expert power D. referent power
A
How are physiological needs reflected in the workplace? A. Adequate heat, air, and base salary to ensure survival B. Safe work, fringe benefits, and job security C. Recognition, approval, and increased responsibilities D. Workgroups, coworkers, and clients
A
How does pay for knowledge in the context of motivational compensation programs affect employees? A. It links employee salary to the number of task skills acquired. B. It gives employees part ownership in the organization and a share in improved profit performance. C. Two or more part-time workers jointly cover one job. D. It establishes work from home or alternative workplaces.
A
In Carmen's workplace, the culture is quite traditional with rigid rules and authoritarian environments. Because of this environment, followers tend to have a dependent attitude on authority. What type of follower are Carmen and her coworkers? A. Conformists B. Alienated followers C. Pragmatic survivors D. Passive followers
A
In Fiedler's contingency theory, a situation would be considered highly unfavorable for a leader when: A. the leader-member relationship is negative. B. tasks are highly structured. C. the leader has formal authority over followers. D. followers have confidence in the leader.
A
In Murphy's department, he uses _____ so that employees can see for themselves, via charts, printouts, and meetings, how their jobs fit into the big picture and affect the financial future of the company. A. open-book management B. hierarchical methods C. his power position D. a market value-added system
A
In a _____ budgeting process, lower-level managers budget their departments' resource needs and pass them up to top management for approval. A. bottom-up B. zero-based C. top-down D. cash
A
In an effort to increase their community participation, Jamila's company has decided to sponsor a marathon race in order to raise money for Children's Miracle Network. Jamila is the liaison for her company, and several people from the community as well as employees of Children's Miracle Network have joined forces on a team to plan and carry out the event. What type of team has been assembled here? A. Special-purpose B. Functional C. Command D. Cross-functional
A
In composing her monthly management report, Soledad notices that quality improvement targets have not been reached. She is not overly concerned for this month because the department has a new line manager, but she will certainly be reviewing progress during the coming month for those targets. Which of the following steps of feedback control is Soledad engaged in here? A. Comparing performance to standards B. Measuring actual performance C. Establishing standards of performance D. Taking corrective action
A
In her job repairing copy machines, Julia always cleans the glass surface and wipes down the outside of the machine. She is not required or even expected to perform these services, but she gets a great deal of satisfaction from going above and beyond. This satisfaction is known as a(n): A. intrinsic reward. B. hygiene factor. C. motivator. D. extrinsic reward.
A
In managing your time, getting organized is which step? A. Third B. First C. Second D. Last
A
In order to balance traditional financial measures with operational measures relating to their critical success factors, many companies have begun using a _____ approach as an organizational control system. A. balanced scorecard B. glass ceiling C. punctuated equilibrium model D. statistical model
A
In social learning theory, the key to vicarious motivation is: A. making sure the learner knows the desired behaviors are rewarded. B. extinguishing undesired behavior gradually. C. withholding positive reinforcements for desired behaviors. D. ignoring desired behavior and imposing punishment for undesired behavior.
A
In the context of emotional intelligence, people who are skilled at _____ remain optimistic and hopeful despite setbacks and obstacles. A. self-management B. social awareness C. relationship management D. self-awareness
A
In the context of problem-solving styles, which of the following is a characteristic of Sensation-Thinking individuals? A. They emphasize details, facts, and certainty. B. They focus on long-term goals. C. They focus on general views, broad themes, and feelings. D. They prefer dealing with theoretical or technical problems.
A
In the simple model of motivation, what is the effect of the feedback loop? A. It informs the individual as to whether the behavior was appropriate and can be used again as new needs are discerned. B. It masks the basic needs of employees. C. It satisfies needs. D. It results in actions that are motivated to satisfy needs.
A
In the two-factor theory, providing hygiene factors will: A. eliminate employee dissatisfaction. B. increase employee satisfaction. C. motivate workers to high achievement levels. D. increase employee dissatisfaction.
A
In what stage of the perception process do we acquire sensory data from the environment through our senses: taste, smell, hearing, sight, and touch? A. Observing B. Sensing C. Selecting D. Projecting
A
In which of the following leadership styles, according to the situational model of leadership, does the leader share ideas with subordinates, giving them a chance to participate, and facilitate decision making? A. The participating style B. The delegating style C. The telling style D. The selling style
A
In which of the following situations would TQM likely be most successful? A. When it enriches jobs and improves employee motivation B. When problems to be solved are frequent and common C. When employees are engaged in simple jobs D. When quality circles focus on social activities
A
Jillian believes that she has the skills to complete the new project successfully, which is referred to as: A. self-efficacy. B. self-awareness. C. locus of control. D. self-confidence.
A
Kira is putting together a team for tasks that require a variety of skills, knowledge, and experience. For this reason, which of the following concepts should guide her selection of team members? A. A diverse team typically produces more innovative solutions to problems than a homogenous team. B. A diverse team allows members to feel more intimate and identify with each other than a small homogenous team does. C. A large homogenous team will be more effective than a diverse one. D. A small homogenous team will be more effective than a heterogeneous team.
A
Lars knows that as the number of members on his team increases: A. turnover and absenteeism increase. B. it becomes easier for each member to interact with and influence the other members. C. the formation of subgroups tends to decrease. D. it becomes easier for team members to coordinate activities.
A
Malachi has just completed a budget that lays out the forecasted and actual costs for the year. Which of the following types of budget is Malachi working with? A. Expense budget B. Revenue budget C. Bottom-up budget D. Capital budget
A
Managers focus on variances during the _____ step of the feedback control process. A. comparing performance to standards B. measuring actual performance C. establishing standards of performance D. taking corrective action
A
Mario tends to blame others on the team when something goes wrong, even when it is obvious that he bears some responsibility in the issue. Which of the following types of dysfunction is Mario exhibiting? A. Avoidance of accountability B. Fear of conflict C. Lack of trust D. Inattention to results
A
Martin and Anne are members of a highly cohesive team. Which of the following would provide the best description of Martin and Anne? A. Happy when their team succeeds B. Not competitive with other teams C. Unconcerned about their team's welfare D. Free riders
A
Members of Grace's team feel strongly that all ideas should be put on the table. In voicing this belief, the team has been able to achieve genuine buy-in around the important goals of the team and the decisions they must make. Which of the following qualities of effective teams is this team exhibiting? A. Commitment B. Healthy conflict C. Trust D. Accountability
A
Moving toward meaningful goals is the single most important factor that can boost employees' motivation, positive emotions, and perceptions during a workday and is the essence of: A. the making progress principle. B. feedback. C. empowerment. D. employee engagement.
A
Naomi's company recently had a bad batch of product that it had to scrap. This lost income represents a large unexpected expense. What ratio does Naomi need to calculate to know whether the company's liquidity can handle this setback? A. Quick ratio B. Inventory turnover C. Conversion ratio D. Return on assets
A
Navarro set up his new company so that the way in which it was governed protected the interests of its corporate owners. Which of the following kinds of system does he use? A. Corporate governance B. Quality circle C. Balanced scorecard D. ISO certification
A
On which of the following two dimensions is Blake and McCanse's Leadership Grid based? A. Concern for production and concern for people B. Efficiency and effectiveness C. Consideration and initiating structure D. Input to the process and output from production
A
One of the outcomes of effective teams is _____, which relates to performance and the quality and quantity of task results as defined by team goals. A. productive output B. capacity to adapt and learn C. personal satisfaction D. free riding
A
People with an external locus of control are: A. difficult to motivate. B. better able to handle complex information and problem solving. C. more achievement oriented. D. more independent.
A
Petra is trying to explain to a coworker the difference between hierarchical and decentralized control as their organization makes the shift from one to the other. Which of the following statements might Petra use to describe hierarchical methods of control? A. They rely on task-related job descriptions and detailed rules and procedures. B. They place emphasis on employee participation in a wide range of areas. C. They place great emphasis on the selection of employees. D. They rely on the intrinsic rewards of meaningful work.
A
Quadrant 1 of the four categories of motives managers can use combines extrinsic rewards with fear. This approach can be especially effective in the short term with people who: A. experience loss aversion. B. are motivated by self-satisfaction. C. are committed. D. are seldom in pain.
A
Raymond is an outgoing and sociable individual who gets along with others because he is comfortable with interpersonal relationships. This describes which of the following Big Five personality factors? A. Extroversion B. Emotional stability C. Conscientiousness D. Openness to experience
A
Regina seeks out positions of power and responsibility. Her colleagues describe her as someone with a tremendous amount of energy, but sometimes her impatience causes them stress. Based on this description, Regina has which of the following types of personality? A. Type A B. Type B C. Type X D. Type Y
A
Research indicates that people rate leaders as "more effective" when they: A. are perceived to use a variety of influence tactics. B. command others' identification, respect, and admiration. C. possess special knowledge or skill regarding the tasks. D. frequently use their coercive power.
A
Research suggests that nearly all human beings are subject to _____ and will automatically and unconsciously start feeling and displaying the same emotions as those around them. A. emotional contagion B. emotional stability C. emotional control D. emotional intelligence
A
Robert prefers to maintain a stable routine and shows little imagination when problem solving. He would be rated low on which of the following factors? A. Openness to experience B. Conscientiousness C. Agreeableness D. Emotional stability
A
Someone who is capable and contributes talent, skills, and knowledge is a _____ leader. A. Level 1 B. Level 5 C. Level 3 D. Level 4
A
Sophia and Alex are collaborating to plan a benchmarking process. Which of the following activities would they engage in first? A. Identifying the characteristics of a product that influence customer satisfaction B. Analyzing the benchmarking data that have been collected C. Implementing recommendations and then monitoring them D. Identifying the source of the information to be collected
A
Team characteristics influence _____, which, in turn, affect output, satisfaction, and the team's contribution to organizational adaptability. A. processes that are internal to the team B. organizational strategy C. organizational context D. reward and control systems
A
Ted has decided the actions he needs to take, so now he needs to: A. keep reminders in a well-organized system. B. express positive emotions at work. C. clarify the objectives. D. clear his mind.
A
The ERG model and Maslow's needs hierarchy are similar, but do have some differences. Which of the following is one of those differences? A. The ERG model is less rigid than Maslow's needs hierarchy. B. The ERG model lists more needs than Maslow's needs hierarchy. C. The ERG model emphasizes a simple hierarchy, whereas Maslow's needs hierarchy is highly complex. D. The ERG model presumes that individuals only move up the hierarchy, whereas Maslow's needs hierarchy presumes up-and-down movement.
A
The Type A behavior pattern is characterized by all of the following, except: A. balanced lifestyle. B. aggressiveness. C. devotion to work. D. extreme competitiveness.
A
The forces within or external to a person that arouse enthusiasm toward attaining a specific goal are called: A. motivation. B. task clarity. C. responsibility. D. duty.
A
The goal of organizational control can best be summed up by which of the following statements? A. Regulating organizational activities through systematic processes to make them consistent with the established expectations B. Performing the task or activity that one has been assigned C. Regulating an organization exclusively by using social media tools, including mobile technologies and social networking D. Matching the needs, interests, and values that individuals and organizations offer each other
A
The members of a(n) _____ are linked primarily through advanced information and telecommunications technologies. A. virtual team B. functional work group C. self-managed team D. effective team
A
The most effective style on the Leadership Grid is _____ and is recommended for leaders because organization members work together to accomplish tasks. A. team management B. country club management C. middle-of-the-road management D. authority-compliance management
A
The nonprofit world offers a natural way to apply their leadership drive and skills to serve others, which is where you will find many: A. servant leaders. B. interactive leaders. C. Level 5 leaders. D. subordinate leaders.
A
The personalities of members of Kate's team are beginning to emerge. Team members are becoming more assertive in clarifying their roles and what is expected of them. In which of the following stages of development does this team find itself? A. Storming B. Performing C. Norming D. Adjourning
A
The primary weakness of using punishment in organizations is its: A. failure to show employees the correct behavior. B. inability to prompt any kind of behavior change. C. popularity with managers. D. ineffectiveness in the short term.
A
The success of a TQM program can be affected by numerous contingencies. Which of the following is typically a positive factor in TQM success? A. Tasks make high skill demands on employees. B. Middle managers are satisfied with loss of authority. C. Managers wait for big, dramatic innovations. D. Workers are dissatisfied with other aspects of organizational life.
A
The two types of personal power are: A. expert power and referent power. B. reward power and coercive power. C. legitimate power and expert power. D. reward power and expert power.
A
Two organizational variables that neutralize both task- and people-oriented styles of leadership are: A. physical separation and low position power. B. formalization and professionalism. C. group cohesiveness and formalization. D. automatic feedback and inflexibility.
A
Victoria often asks for challenging assignments at work. She is dedicated to enhancing her skills and continually strives to understand and help others. According to Alderfer, Victoria is motivated by which of the following categories of needs? A. Growth B. Existence C. Relatedness D. Sustainable
A
Victoria often asks for challenging assignments at work. She is dedicated to enhancing her skills and continually strives to understand and help others. According to Maslow, Victoria is motivated by which of the following categories of needs? A. Self-actualization B. Physiological C. Belongingness D. Esteem
A
When considering the size of teams, which of the following statements is true? A. Teams need to be large enough to incorporate the diverse skills needed to complete a task. B. Teams need to be large to encourage greater team member participation. C. Small teams experience greater difficulties in communicating with and influencing the team members. D. Small teams tend to experience higher turnover and absenteeism.
A
Which of the following best describes the focus of reinforcement theory? A. Modification of employees' on-the-job behavior is achieved through the appropriate use of immediate rewards and punishments. B. Managers increase motivation and enhance performance by setting specific, challenging goals, and then helping people track their progress toward goal achievement by providing timely feedback. C. Individuals perceive how fairly they are treated compared with others. D. Identifying the thinking process that individuals use to achieve rewards is more important than identifying types of needs.
A
Which of the following factors would NOT be a primary concern for managers in establishing organizational control? A. Deciding how to respond to competitors' market moves B. Deciding how they will obtain essential information C. Deciding what information is essential D. Deciding how they can and should respond to essential information they have obtained
A
Which of the following is NOT one of the four major perspectives of the balanced scorecard? A. Business strategies B. Customer service C. Financial performance D. Organization's capacity for learning and growth
A
Which of the following is NOT one of the four types of reinforcement? A. Valence B. Positive reinforcement C. Avoidance learning D. Extinction
A
Which of the following is a difference between Type A people and Type B people? A. Type A people tend to be more devoted to work than Type B people. B. Type A people experience less conflicts with other people than Type B people. C. Type A people are less aggressive than Type B people. D. Type A people are more patient than Type B people.
A
Which of the following is a social characteristic of a leader? A. Ability to enlist cooperation B. Physical stamina C. Persistence against obstacles D. Optimism
A
Which of the following statements about the International Organization for Standardization is true? A. ISO 9000 standards represent a universal benchmark for quality management practices. B. The United States and 187 other countries have been ISO 9000 certified. C. Its headquarters are in Brussels, Belgium. D. Few countries and companies require ISO certification before they will do business with an organization.
A
Which of the following statements best defines effective leadership? A. Effective leadership is about finding the strengths that one can best exemplify and apply as a leader. B. Effective leaders possess a complete set of characteristics that is appropriate for handling any problem. C. Every effective leader has unlimited capacity. D. Effective leadership is about having the right traits.
A
Which of the following statements best defines perceptual distortions? A. It is an error in perceptual judgment that arises from inaccuracies in any part of the perception process. B. It means being conscious of the internal aspects of one's nature, such as personality traits, beliefs, emotions, and attitudes and appreciating how one's patterns affect other people. C. It means general assurance in one's own ideas, judgment, and capabilities. D. It is a psychological discomfort that occurs when individuals recognize inconsistencies in their own attitudes and behaviors.
A
Which of the following statements best differentiates between a team and a group? A. A group has individual work products, whereas a team has collective work products. B. A group sets specific group vision, whereas a team has identical purpose for team and organization. C. A group rotates leadership roles, whereas a team has a designated strong leader. D. A group's effectiveness is revealed through collective work, whereas a team's effectiveness is an indirect influence on business.
A
Which of the following statements is true about workplace stress? A. Training programs and conferences can help people identify stressors and teach them coping mechanisms. B. Preventing employees from forming communities is one of the effective ways to combat workplace stress. C. Manager intervention in reducing workplace stress is a declining trend in enlightened companies. D. Workplace stress can be effectively managed if employees allocate more time toward their work rather than their personal lives.
A
Which of the following terms is applicable to team members who don't exert equal effort? A. Social loafing B. Mechanistic competition C. Faulty self-management D. Social facilitation
A
Which of the following variables would substitute for a people-oriented style of leadership? A. Group cohesiveness B. Organizational inflexibility C. Highly structured task D. Group experience
A
Which of the following would NOT be considered an aspect of motivation? A. The always-conscious aspect of why we do what we do B. The internal tension that drives specific behaviors to fulfill various needs C. The right combination of techniques and rewards to satisfy employees' needs D. The forces either within or external to a person that arouse enthusiasm
A
Which of the following would NOT be considered an interpersonal influence tactic? A. Holding people accountable B. Appealing to a higher authority C. Relying on the rule of reciprocity D. Using rational persuasion
A
Which of the following would be considered a basic assumption of hierarchical control? A. Employees are incapable of self-discipline and cannot be trusted. B. Employees work best when they are self-monitored rather than closely controlled. C. Employees work best when they are fully committed to the organization. D. Employee turnover is low.
A
Work team effectiveness is based on three outcomes: productive output, personal satisfaction, and: A. capacity to adapt and learn. B. commitment of the team. C. leadership. D. cohesiveness.
A
A Level 4 leader is: A. capable. B. effective. C. contributing. D. competent.
B
A _____ is a situational variable that makes a leadership style redundant, whereas a _____ is a situational variable that counteracts a leadership style. A. highly favorable; highly unfavorable B. substitute for leadership; neutralizer C. neutralizer; highly favorable D. highly unfavorable; substitute for leadership
B
A balanced scorecard: A. relies on using a performance measurement orientation to improve organizational performance. B. focuses on markets and customers, employees and financials. C. focuses solely on an organization's internal business processes. D. relies entirely on financial measures.
B
A leader who exhibits consideration is: A. task-oriented. B. mindful of subordinates and respectful of their ideas and feelings. C. structure-oriented. D. focused on production efficiencies.
B
According to research, which of the following factors plays the most critical role in determining how well teams function? A. Team member willingness to sacrifice B. How well they are managed C. The number of people who are members of the team D. Level of individual members' independence
B
After attending a management seminar, Joel decides to implement some of the practices he learned about. His first move was to delegate some of the decision-making power to supervisors in the department, which had the effect of _____ those supervisors. A. equalizing B. empowering C. valencing D. advancing
B
An employee who is disengaged and shows little interest in contributing to the organization's success lacks: A. organizational control. B. organizational commitment. C. organizational efficiency. D. organizational awareness.
B
As a manager, Athena works hard on a regular, ongoing basis to let each of her employees know how they are doing as part of the process of helping them toward goal achievement. According to Locke and Latham's goal-setting theory, Athena is attending the _____ component of goal-setting theory. A. acceptance B. feedback C. challenge D. specific
B
Based on the expectancy theory, if Harold wants employees to be highly motivated, which of the following must be true? A. E → P expectancy and P → O expectancy are maximized, and valence is neutralized. B. E → P expectancy and valence are maximized. C. E → P expectancy is maximized, and P → O expectancy is minimized. D. P → O expectancy is minimized, and valence is maximized.
B
Better internal monitoring to reduce the risk of fraud, certification of financial reports by top leaders, improved measures for external auditing, and enhanced public financial disclosure are all features of the: A. Taft-Hartley Act. B. Sarbanes-Oxley Act. C. McCain-Feingold Act. D. Gramm-Rudman-Hollings Act.
B
Brett is the leader of a virtual team. To be an effective leader, Brett would engage in all of the following practices EXCEPT: A. shaping culture through virtual technology to reinforce productive norms. B. avoiding all conflicts because the virtual environment does not allow for easy resolution. C. using virtual technology to build trust and relationships for effective teamwork. D. monitoring progress and rewarding members to keep the team progressing toward its goals.
B
Charmaine, the manager of the production department, wants to immediately release an exciting new product that the company has begun to produce. Jared, the manager of the marketing department, wants to have a blitz marketing campaign ready before the product is released. The disagreement in this scenario is an example of: A. free riding. B. task conflict. C. relationship conflict. D. socioemotional roles.
B
Clark is the director of a YMCA summer camp. He is committed to providing an enriching environment for campers as well as a positive team-building and rich life experience for the college-age students who work as counselors, fulfilling the mission of the YMCA to "strengthen the foundations of community through youth development, healthy living, and social responsibility." Clark could be considered a: A. contemporary transcender. B. servant leader. C. relationship builder. D. subordinate leader.
B
Considering the time and context, energy level, and task priority is which of the following steps in time management? A. Empty your head. B. Do it. C. Get organized D. Decide the next action.
B
Content theories of motivation are focused on the: A. value of quality in products and services. B. needs that motivate people. C. significance of customer satisfaction. D. importance of subject matter expertise.
B
Corporate governance refers to: A. a quality control approach that emphasizes a relentless pursuit of higher quality and lower costs. B. the framework of systems, rules, and practices by which an organization ensures accountability with stakeholders. C. any organizational department or unit under the supervision of a single person who is responsible for its activity. D. an organization-wide effort to infuse quality into every activity in a company through continuous improvement.
B
Daniel has an energetic and outgoing personality. Every team he is a part of seems to exceed expectations. His enthusiasm is infectious, and the high performance and increased motivation of other team members is a result of: A. functional teams. B. social facilitation. C. managed expectations. D. delegation.
B
Danielle is part of a team, but she does not feel comfortable sharing her concerns or expressing new ideas. She also does not feel it is safe to reveal mistakes. Her team is experiencing which common dysfunction? A. Lack of commitment B. Lack of trust C. Fear of conflict D. Avoidance of accountability
B
Davina spends much of her days meeting with people in her division, sharing her vision of the future direction of the company, encouraging them to share ideas with her and with each other, and orchestrating opportunities for various people with similar ideas to meet and expand on those ideas and build relationships. What type of leader is Davina? A. Charismatic B. Transformational C. Transactional D. Opportunistic
B
Dylan is a member of a team working on several problems in the production of a new product. The team has just concluded a meeting in which several members disagreed and challenged the reasoning of other team members. No one took offense. Every team member is asking questions, trying to find the best solutions. Which of the following characteristics of effective teams is being shown here? A. Commitment B. Healthy conflict C. Trust D. Accountability
B
Eva's department takes calls from customers who are having issues with their service. At the end of each call is an opportunity for the customer to complete an automated survey to rate the service the customer received. The data collected from these surveys become part of the balanced scorecard. Which of the following perspectives of the balanced scorecard is addressed here? A. Internal business processes B. Customers C. Financials D. External business processes
B
Explanations of how people select behavioral actions to meet their needs and determine whether their choices were successful are known as: A. empowerment theories. B. process theories. C. content theories. D. reinforcement theories.
B
Finn likes challenging projects, but his colleagues describe him as easy-going, noncompetitive, and easy to work with. Based on this description, Finn likely has which of the following types of personality? A. Type A B. Type B C. Type X D. Type Y
B
Garrett is the manager of a small production line. He is assessing what outcomes and standards he needs to measure to make sure his department is performing as efficiently as possible. He also wants to provide a way to monitor these standards and outcomes. Garrett is concerned with his department's: A. corrective actions. B. organizational control. C. quality metrics. D. feedback.
B
Gloria is a lower-level manager at Techno Industrial Supply. The company takes a traditional approach to budgeting in that budgeted amounts for the coming year are prescribed by upper-level management. This type of budgeting approach is known as: A. cash budgeting. B. top-down budgeting. C. bottom-up budgeting. D. capital budgeting.
B
How does gain sharing in the context of motivational compensation programs reward employees? A. For meeting ambitious goals with luxury items, such as high-definition televisions, tickets to big-name sporting events, and exotic travel B. When predetermined performance targets are met C. In proportion to individual performance contributions D. For behavior and activities that benefit the team, such as cooperation, listening, and empowering others
B
Hugh just finished a meeting with executives regarding the performance targets they have set for the coming year. As a department manager, Hugh must set the methods his employees will use to report on the progress toward these goals. Which of the following steps of feedback control is Hugh engaged in here? A. Comparing performance to standards B. Measuring actual performance C. Establishing standards of performance D. Taking corrective action
B
If a team is in its storming stage of development, which of the following statements would be true? A. Team members, following the team leader's example, engage in informal social discussions. B. Team members are experiencing conflict and disagreement. C. Team members are getting acquainted and oriented. D. Team conflict is being resolved and team unity is emerging.
B
In Zenia's approach to budgeting, every dollar added to the budget reflects an actual, documented need. In this way, all other activities are essentially discretionary and optional. This _____ helps Zenia control excessive and unnecessary costs in the yearly expenditures. A. cash budgeting B. zero-based budgeting C. bottom-up budgeting D. capital budgeting
B
In the context of emotional intelligence, a high degree of self-awareness means that an individual: A. can recognize what others are feeling without them needing to tell him or her. B. has a healthy sense of self-confidence. C. can accurately assess his or her own strengths but not his or her limitations. D. has the ability to respond to emotions of others and influence others.
B
In the context of the Big Five personality factors, extroversion refers to the degree to which a person is: A. focused on a few goals, thus behaving in ways that are responsible, dependable, persistent, and achievement-oriented. B. outgoing, sociable, assertive, and comfortable with interpersonal relationships. C. able to get along with others by being good-natured, likable, cooperative, forgiving, understanding, and trusting. D. calm, enthusiastic, and self-confident, rather than tense, depressed, moody, or insecure.
B
In the simple model of motivation, _____ come(s) before _____. A. rewards; actions B. need; behavior C. results; need D. reward; behavior
B
Individuals high in authoritarianism tend to: A. have problems following conventional values. B. stick to conventional values. C. support the use of subjective feelings. D. have problems with obeying recognized authority above them.
B
Joanne has several major goals for her division. The tasks to accomplish these goals are interdependent and will require a high level of coordination to be achieved successfully. Which of the following approaches is most likely to ensure the tasks are completed and the goals are met? A. Hold individuals accountable B. Form a team C. Assign the tasks to individuals to work independently D. Form a group
B
Joel sees his role as leader as achieving efficiency within his department, meeting schedules, and keeping costs low. Which of the following types of leader is Joel? A. Interactive leader B. Job-centered leader C. Employee-centered leader D. Servant leader
B
Jonah resolves problems using reason and logic rather than personal values or emotional aspects of the situation. He has been described as a decisive and applied thinker. Based on this information, Jonah ranks highly in which of the following Myers-Briggs categories? A. Intuitive-Feeling B. Sensation-Thinking C. Intuitive-Thinking D. Sensation-Feeling
B
Julian regretfully missed an important deadline at work. Her boss, Regina, thinks Julian missed the deadline because of missing and delayed information. This is an example of which of the following kinds of attribution? A. Horizontal attribution B. External attribution C. Vertical attribution D. Internal attribution
B
June wants to know her organization's ability to meet its current debt obligations. What ratio would she consult? A. Activity ratio B. Leverage ratio C. Liquidity ratio D. Profitability ratio
B
Karin has a strong background in marketing and was promoted to senior marketing manager, but several of her colleagues think she was promoted because of her outgoing, can-do attitude. This is an example of which of the following? A. Self-serving bias B. Attribution error C. Stereotyping D. Closure activity
B
Kelley's model of followership described the _____ style as those who are capable, but do not participate in developing solutions to the problems that they see. A. conformist B. alienated follower C. pragmatic survivor D. passive follower
B
Leadership is distinct from administrative paperwork or problem-solving activities. In other words, it is _____ because it occurs among people A. individual B. reciprocal C. unchanging D. pluralistic
B
Leah is described by her colleagues as open to direction, noncompetitive, and more likely to be persuaded than to persuade. She fits which of the following personality categories most closely? A. Low Feeling B. Low Mach C. High Mach D. High Feeling
B
Leah's team has been able to enhance their organization's ability to respond to new threats or opportunities. Which of the three effective team outcomes is satisfied here? A. Productive output B. Capacity to adapt and learn C. Personal satisfaction D. Social facilitation
B
Lee has turned over responsibility for decisions and their implementation to his subordinates and therefore does not need to provide much in the way of direction and support. In the situational model, Lee is using the _____ of leadership. A. participating style B. delegating style C. telling style D. selling style
B
Level 5 leaders generally possess a great deal of _____, carrying themselves as unpretentious and modest rather than arrogant and prideful. A. dedication B. humility C. competence D. talent
B
Lucas wants to provide good hygiene factors for his employees. Which of the following should he be concerned about? A. The work itself B. Interpersonal relationships C. Personal growth D. Recognition
B
Managers who wish to increase employee engagement would aim for which of the following goals? A. Requiring a high level of commitment from employees B. Increasing employee enjoyment of their jobs and satisfaction with their work conditions C. Engaging employees in extra work D. Facilitating binding contracts between employees and the company
B
Marvin's team is experiencing some conflicts. As a manager, which of the following is the most important action for Marvin to take in this situation? A. Create different team goals for each member of the team to eliminate conflict B. Bring conflicts into the open and effectively resolve them C. Prevent conflicts by minimizing team members' interaction D. Delegate conflict-resolving tasks to team members
B
Norms begin to develop in the first interactions among members of a new team. Often, the first behaviors that occur in a team set a precedent, which is known as: A. recency. B. primacy. C. norming. D. carryover behaviors.
B
Ohio State researchers identified two major behaviors of leadership. They are: A. commitment and consideration. B. initiating structure and consideration. C. commitment and initiating structure. D. consideration and people-orientation.
B
Once you decide the next action, you have three options: do it, get someone else to do it, or: A. reconsider it. B. defer it. C. write a reminder. D. delete it.
B
One of the members of Clayton's team prioritizes his personal ambition over the collective work of the team. Which common dysfunction is this team member displaying? A. Lack of commitment B. Inattention to results C. Fear of conflict D. Avoidance of accountability
B
Paul is working with Hackman and Oldham's job characteristics model. Which of the following three distinct dimensions will require Paul's attention? A. Skill variety, task identity, and autonomy B. Core job dimensions, critical psychological states, and employee growth-need strength C. Work meaningfulness, outcome responsibility, and knowledge of results D. Internal work motivation, work performance, and work satisfaction
B
People have different requirements for progress and development. Which of the following aspects of the job characteristics model addresses this fact? A. Employee engagement B. Employee growth-need strength C. Employee training D. Employee improvement plan
B
Priscilla will sometimes use the scarcity of jobs in their field as a way to motivate her employees. She is using an: A. extrinsic positive approach. B. intrinsic negative approach. C. intrinsic positive approach. D. extrinsic negative approach.
B
The people who work for Troy describe him as a charismatic leader. Which of the following statements is most likely true about Troy? A. He relies on tangible rules and incentives to control specific transactions with followers. B. He displays an ability to understand and empathize with followers. C. He is highly predictable and conforms to organizational norms and values. D. He uses his gifts for ego-building and personal gain.
B
The second step toward better time management is to: A. do it. B. decide the next action. C. empty your head. D. get organized.
B
The situational model of leadership: A. models a degree of willingness and ability to perform a task expected of subordinates. B. focuses on the characteristics of followers in determining appropriate leadership behavior. C. considers a person's leadership style to be relatively unchangeable. D. matches a leader's style with the situation.
B
The team processes that include stages of team development, cohesiveness, and norms are influenced by: A. personal satisfaction. B. team and organizational characteristics. C. productive output. D. work team effectiveness.
B
The total number of ISO 9000 certifications is highest in: A. China. B. Europe. C. the United States. D. South America.
B
Those who work for Carlos use words such as conscientious, persistent, driven, and focused on excellence. They are describing Carlos's _____ characteristics. A. physical B. work-related C. ability D. social
B
Through _____, employers can combine a series of small tasks into one new, broader job, increasing the variety of activities that employees perform. A. intrinsic rewards B. job enlargement C. work redesign D. job rotation
B
To explain how employees satisfy their needs and decide whether they were successful, you would use: A. the hierarchy of needs theory. B. a process theory. C. hygiene factors. D. the ERG theory.
B
Virginia is a team manager, and she thought she had an easy-going, open relationship with her team. She was surprised to find that her team perceived her as controlling and closed-off. Virginia needs to develop: A. self-efficacy. B. self-awareness. C. locus of control. D. self-confidence.
B
Wendy has reported to work, but worry over her sick mother has made her too stressed and distracted to be productive. This is referred to as: A. utilitarianism. B. presenteeism. C. absenteeism. D. Type A behavior.
B
What is the calculation for determining an organization's profit margin on sales? A. Current assets/Current liabilities B. Net income/Sales C. Total debt/Total assets D. Total sales/Average inventory
B
When negotiating with others, Quinton views it as a competition and works to win as much as he can, usually at the expense of the other party. What type of negotiation does Quinton use? A. Collaborative B. Distributive C. Integrative D. Situational
B
Which of the following are the main components of expectancy theory? A. Specificity, difficulty, acceptance, and feedback B. Effort, performance, and outcomes C. Input, output, and feedback D. Satisfiers, dissatisfiers, and hygiene factors
B
Which of the following best describes the difference between management and leadership? A. Management means innovating to organize, whereas leadership means analyzing the status quo. B. Management promotes stability and order within an existing organizational structure, whereas leadership promotes vision and change. C. Management cannot replace leadership, whereas leadership can replace management. D. Management takes reasonable risks to meet new standards, whereas leadership ensures that daily operations are performed smoothly.
B
Which of the following characteristics would describe an effective team? A. Avoidance of accountability B. Results orientation C. Fear of conflict D. Conflicting opinions
B
Which of the following factors would more likely be a concern for a global team but not so much a local or national team? A. The stated goal of the team B. The cultural perception of deadlines C. The skills and knowledge of team members D. The need for an effective leader
B
Which of the following is NOT a component of authentic leadership? A. Pursues purpose with a passion B. Leads with the head, not heart C. Practices solid values D. Connects with others
B
Which of the following is NOT among the five stages of team development? A. Adjourning B. Conforming C. Norming D. Performing
B
Which of the following is NOT one of the three types of information provided by the balance sheet? A. Owners' equity B. Cash flow C. Assets D. Liabilities
B
Which of the following is NOT one of the ways in which team norms generally develop? A. Team leaders make explicit statements about desired team behaviors. B. Team interaction is kept to a minimum. C. Members bring norms with them from outside the team. D. First behaviors that occur in a team set a precedent.
B
Which of the following is a cross-functional team? A. Command force B. Task force C. Self-managed team D. Self-directed team
B
Which of the following is an activity ratio used to compare the organization's performance with earlier data or industry norms? A. Gross margin B. Inventory turnover C. Current ratio D. Debt ratio
B
Which of the following leadership qualities would be more characteristic of a leader than of a manager? A. Positional power B. Nurturing C. Focus on stability D. Rational
B
Which of the following statements about open-book management is true? A. It is not highly compatible with global accounting standards. B. It ties employee rewards to the company's overall success. C. It operates best in cultures where the prevailing attitudes encourage confidentiality. D. It is most compatible in organizational cultures with extensive use of rules, policies, and hierarchy of authority.
B
Which of the following statements about the positive motivational approach of Quadrant 3 is true? A. External rewards do not lose their power as motivational tools over time. B. Unexpected rewards are highly effective extrinsic motivators. C. This positive motivational approach is useful and unlimited in its scope. D. It is the only approach that really works in a bossless workplace.
B
Which of the following statements best describes the difference between the leadership behaviors of consideration and initiating structure? A. Initiating structure has a task orientation, whereas with consideration the leader directs subordinate work activities toward goal attainment, giving instructions, planning, and scheduling. B. The difference between the two major leadership behaviors is their focus, with consideration a people focus and initiating structure a task orientation. C. Consideration requires intelligence and planning; initiating structure requires drive and strategy. D. The focus of consideration behavior is people, whereas with initiating structure the leader is mindful of subordinates, respecting their ideas and feelings and building trust.
B
Which of the following statements best describes the way a typical organization functions? A. An organization's highly interdependent tasks are done by few individuals because most work in organizations is independent. B. Organizations consist of individuals who work together to accomplish objectives. C. Organizations are individuals in a common location doing independent work. D. Most organizations do not use teamwork as a structural mechanism.
B
Which of the following statements bests describes the concept of leadership traits? A. Determining the appropriateness of leadership traits is best accomplished via the "great man" approach. B. Leadership traits typically considered to be positive can have negative consequences, and vice versa. C. Effective leadership is about having the right set of leadership traits. D. Leadership traits are natural abilities and cannot be developed through training.
B
Which of the following statements describes the difference between reinforcement theory's punishment and extinction? A. In the long term, punishment is more effective than extinction. B. Punishment involves imposing unpleasant outcomes; extinction involves withholding positive outcomes. C. Punishment is considered less damaging than extinction. D. Punishment involves ignoring the undesired behavior; extinction involves eliminating opportunities to correct undesired behavior.
B
Which of the following would NOT be considered a characteristic of a virtual team? A. A global team B. Typically increases an organization's travel expense C. Work performed via technology tools D. Geographically or organizationally dispersed members
B
Within Katya's team, she is the one who is most likely to give opinions, summarize conversations, and energize others. What role does Katya play? A. Philanthropist B. Task specialist C. Free rider D. Socioemotional role
B
_____ become drained by social encounters and need time alone to reflect and recharge their batteries. A. Sociable people B. Introverts C. Extroverts D. Neurotic people
B
_____ is a quality control approach that emphasizes a relentless pursuit of higher quality and lower costs. A. A quality circle B. Six Sigma C. Benchmarking D. Continuous improvement
B
_____ negotiation is based on a win-lose approach. A. Collaborative B. Distributive C. Integrative D. Situational
B
______, one of the three basic principles for self-management, states that if you can't focus, you can't get anything done. A. Emotional clarity B. Clarity of mind C. Clarity of objectives D. System clarity
B
A balanced scorecard includes traditional measures such as net income and return on investment as a key performance measure of the organization's activities that contribute to improving short- and long-term financial performance. This aspect of the balanced scorecard is the: A. customer service perspective. B. manufacturer selection perspective. C. financial performance perspective. D. supplier quality perspective.
C
A manager who applies motivational theories to the structure of work in order to improve productivity and satisfaction is engaged in: A. reinforcement. B. extinction. C. job design. D. task identity.
C
According to Alderfer, a person experiencing _____ regresses to an already satisfied lower-order need if unable to succeed at satisfying a higher-order need. A. the two-factor theory B. the equity theory C. the frustration-regression principle D. hygiene factors
C
According to reinforcement theory, avoidance learning: A. stresses whichever of the three needs that is typically strongest in an individual. B. focuses on individuals' perceptions of how fairly they are treated. C. is used to change specific behavior. D. extinguishes behavior that is not positively reinforced.
C
According to the Leadership IQ survey, _____ of surveyed employees strongly trusted top management in their organization. A. 44 percent B. 70 percent C. 20 percent D. 32 percent
C
According to the equity theory developed by J. Stacy Adams, how do people evaluate equity? A. Based on the law of effect B. By a ratio of attrition to revenue C. By a ratio of inputs to outcomes D. Based on the making progress principle
C
Aidan needs some advice about asserting influence with his subordinates. As Aidan's manager, which of the following interpersonal tactics would you feel best about recommending to him? A. Use emotional persuasion B. Avoid the use of higher authority C. Rely on the rule of reciprocity D. Avoid a direct, explicit approach when telling what they want
C
Among the following aspects, which one of the following is NOT included in the meaning of leadership? A. Influence B. People C. Turbulence D. Goals
C
As a job characteristic, autonomy: A. provides the worker with knowledge of actual results. B. influences the employee's psychological state. C. influences the worker's experienced responsibility. D. provides the worker with skills required for the work.
C
As a leader, if Miller has influence over Smith, then the relationship is: A. one-sided. B. not reciprocal. C. not passive. D. aggressive.
C
As a manager, Emily balances the necessity of making work happen with maintaining the morale of people at a satisfactory level in order to ensure adequate organizational performance. In the Leadership Grid, where would Emily's style fall? A. On the high end of concern for production at authority-compliance management B. On the high end of concern for both people and production at team management C. In the center at middle-of-the-road management D. On the high end of concern for people at country club management
C
At Bay Horizons Inc., which of the following is likely to have the most power? A. Kelsey, who avoids relationships with coworkers B. Jeremiah, who has little access to information C. Alex, who takes on undesirable but important projects D. Carson, who has negative associations with superiors
C
Austin is a department manager at Wilderness Retreats. His role in the budget process is to anticipate the needs of his department and to convey those needs in a report to upper management. This is an example of: A. top-down budgeting. B. zero-based budgeting. C. bottom-up budgeting. D. capital budgeting.
C
Because of the control system Ingrid has put in place, the employees are taking initiative and are actively engaged in their work. Their commitment is evident as they seek greater responsibilities, and turnover is low. Which of the following types of control system is used at Ingrid's company? A. Hierarchical B. Balanced scorecard C. Decentralized D. Vertical
C
Carlos takes his work responsibility seriously, likes supervising others, and is working hard to make it to the top levels of his organization's hierarchy. According to McClelland, Carlos has a high need for: A. self-fulfillment. B. affiliation. C. power. D. achievement.
C
Douglas S. Sherwin believed that control is _____ that allow(s) for adjustments to operations to bring them in line with predetermined standards. A. strict rules and management policies B. employee rewards C. information in the hands of managers D. employee involvement in decision making
C
Each week, each employee who completes the minimum number of units receives a $100 bonus. Thor has not yet completed the minimum number and so has not received the bonus. Which of the following reinforcement tactics is Thor's manager using in this situation? A. Goal acceptance B. Punishment C. Extinction D. Expectancy theory
C
Ellen and John are both leaders. Given what you know about interactive leadership differences between men and women, which of the following statements would more likely be true for John than for Ellen? A. Rated higher for developing others B. Rated higher on fostering communication C. Rated higher on developing strategic perspective D. Rated higher on social and emotional skills
C
Fred frequently uses the word "we" when talking about his job. Fred is expressing a high degree of: A. trust. B. engagement. C. organizational commitment. D. job satisfaction.
C
How do most organizations measure and control performance? A. With auto-analytics B. With qualitative financial measures C. With quantitative financial measures D. With personal metrics
C
How is gross margin calculated? A. Purchase orders/Customer inquiries B. (Cash + Accounts receivable)/Current liabilities C. Gross profit/Sales D. Total debt/Total assets
C
If a team is in its forming stage of development, which of the following statements would be true? A. Team members' individual personalities are emerging. B. Team members are experiencing conflict and disagreement. C. Team members are getting acquainted and oriented. D. Team conflict is being resolved and team unity is emerging.
C
If a team is in its performing stage of development, which of the following statements would be true? A. Team members, following the team leader's example, engage in informal social discussions. B. Team members are experiencing conflict and disagreement. C. Team members confront and resolve problems in the interest of task accomplishment. D. Team conflict is being resolved and team unity is emerging.
C
Immediately after losing her job, Juanita began sending out résumés and networking with colleagues. She is displaying a: A. high Mach attitude. B. high conscientiousness. C. high internal locus of control. D. sensation and intuition type personality.
C
In a review of the organization's expenses, Bjorn notices they are below the budgeted amount. What does this difference signal to Bjorn? A. The need for the organization to invest in major assets B. Faster growth of sales than anticipated C. Failure to meet some other standards, such as a desired level of sales or quality of service D. The need to determine whether the organization can obtain the necessary resources to meet the higher-than-expected demand for its products or services
C
In countries with prevailing attitudes and standards that encourage confidentiality, managers of multinational companies operating there may encounter difficulties. Two countries with secretive economies that rate high on the opacity index include: A. Finland and Ireland. B. Canada and the United States. C. Russia and India. D. Japan and Hong Kong.
C
In team meetings, Abby contributes positively to the discussion. She is committed to her job, which she enjoys, and feels a sense of belonging and commitment to the organization. Abby's manager is pleased with her level of employee: A. extrication. B. growth-need strength. C. engagement. D. subjugation.
C
In the _____ theory, one of the three needs is typically stronger than the others in most people. A. goal-setting B. hierarchy of needs C. acquired needs D. ERG model
C
In theories of motivation, rewards are classified as: A. intellectual and practical. B. temporary and perpetual. C. extrinsic and intrinsic. D. superficial and meaningful.
C
Janet is part of a 12-member team. These 12 team members have multiple skills and are responsible for producing all of the organization's custom orders. This team would be considered a: A. command force. B. task force. C. self-managed team. D. social facilitation team.
C
Jillian is reading a case study for management class. In it, the manager puts the minimum amount of effort into meeting production goals and shows little concern about employees. Where would this manager fall on the Leadership Grid? A. Team management B. Country club management C. Impoverished management D. Authority-compliance management
C
Leah is faced with several low-readiness followers. According to the situational model of leadership, which of the following leadership styles should she use to have the highest probability of successfully influencing them? A. The participating style B. The delegating style C. The telling style D. The selling style
C
Milos wants to improve quality in his company, which manufactures hose connectors. He is currently working to identify the best practices and companies who use them within his industry. In which of the following TQM practice is he engaged? A. Kaizen B. Quality circle C. Benchmarking D. Six Sigma
C
Oliver has put together a functional team. Which of the following statements would be true of this team? A. The group of employees come from different departments to deal with a specific activity and will disperse when the task is completed. B. It is composed of Oliver's peers from the same hierarchical level, but from different areas of expertise. C. It is composed of Oliver and his subordinates in the formal chain of command. D. It is created outside the formal organization structure to undertake a project of special importance or creativity.
C
Organizing the selected data into patterns is which step in the perception process? A. Second B. First C. Third D. Fourth
C
Part of Brett's task as a virtual team leader is to monitor progress and reward members to keep the team progressing toward its goals. Which of the following actions would contribute to accomplishing this aspect of Brett's task? A. Manage online socialization. B. Create a psychologically safe virtual culture. C. Scrutinize electronic communication patterns. D. Share members' special experience and strengths.
C
Penny works on an assembly line. Each time she sends a piece on that doesn't have four bolts, it is immediately sent back to her to correct. This approach to changing her behavior is called: A. expectancy theory. B. punishment. C. avoidance learning. D. positive reinforcement.
C
Psychologist Ivan Steiner found that adding members beyond _____ to a team caused an increase in coordination problems. A. 10 B. 7 C. 5 D. 12
C
Self-awareness, self-management, social awareness, and relationship management are components of: A. emotional competence. B. social intelligence. C. emotional intelligence. D. personality management.
C
Stella finds analyzing marketing reports challenging and interesting; Juan finds them to be tedious and boring. The difference in how they see the work is a matter of: A. perceptual distortion. B. selection. C. perception. D. observation.
C
Sylvia is not a risk taker. Her style is to adapt to the situation and do her best to maintain the status quo. Which of the following types of follower within Kelley's model of followership is Sylvia? A. Effective follower B. Alienated follower C. Pragmatic survivor D. Passive follower
C
Tariq's team has just come through the storming stage. Which of the following stages are they most likely to move into? A. Performing B. Conforming C. Norming D. Adjourning
C
The Myers-Briggs Type Indicator (MBTI) measures a person's preferences for introversion versus extroversion, sensation versus intuition, thinking versus feeling, and: A. rules versus creativity. B. people versus tasks. C. judging versus perceiving. D. possibilities versus analysis.
C
The SEC now requires that companies justify their board structure in _____ to ensure that boards are designed in a way to provide needed oversight of management actions. A. ISO 9000 standards B. transparency C. proxy statements D. economic certification
C
The goal of open-book management can best be described as: A. structured opportunities for more female employees to move up to the top levels of management. B. a philosophy that asserts people are incapable of self-discipline and cannot be trusted with financial management. C. showing an individual employee how his or her job fits into the big picture and affects the financial future of the organization. D. combined autocratic and democratic styles of management.
C
The impact of charismatic leaders normally comes from one of three sources. Which of the following would NOT be one of those sources? A. Empowering subordinates to accomplish results B. A lofty vision of an imagined future C. A predictable manner that creates an atmosphere of steady work D. An ability to understand and empathize with followers
C
The members of Ella's team all received bonuses for their team's efforts that resulted in a $1 million savings in development costs for the organization. Several of the team members were unhappy that all got equal bonuses when two of the team members had been _____ and made little contribution to the team's work. A. self-managed B. zealots C. free riders D. social facilitators
C
Throughout the company, employees describe Alison in ways that would lead you to believe that she is a strong transformational leader. Which of the following statements would describe Alison? A. She takes pride in keeping things running smoothly and efficiently. B. She relies solely on tangible rules and incentives to control specific transactions with followers. C. She focuses on intangible qualities, such as vision, shared values, and ideas, to build relationships and enlist followers in the change process. D. Her unique leadership characteristics are ingrained.
C
Transactional leadership is important to all organizations. Which of the following statements applies to transactional leaders? A. Transactional leaders inspire innovation by providing meaning for followers. B. Transactional leaders focus primarily on intangible qualities such as vision, shared values, and organizational culture. C. Transactional leaders clarify task requirements, initiate structure, and provide appropriate rewards. D. Transactional leaders are the most suitable leaders for bringing about a change in an organization.
C
Wallace knows exactly what he needs to do to complete his project and decides the steps to take toward accomplishing it. He is most likely to have: A. an organized system. B. clarity of mind. C. clarity of objectives. D. clarity of thought.
C
What are the two determinants of team cohesiveness? A. Morale and satisfaction B. Morale and team productivity C. Team structure and team context D. Team conflict and team cooperation
C
What is the main purpose of an innovative reporting system called auto-analytics? A. Search for the newest innovation among competitors B. Collect financial data related to the market C. Provide information for individuals to help them control their personal growth D. Carry out a complete overhaul of the organization's control system
C
When asked what qualities they think are most important in a leader and in a follower, most people gave which of the following same two answers most often? A. Inspiring and cooperative B. Intelligent and loyal C. Competent and honest D. Intelligent and honest
C
When it comes to issues of motivation, which of the following theories emphasizes behavior and its consequences? A. Two-factor theory B. Equity theory C. Reinforcement theory D. ERG theory
C
Which of the following are the two criteria used in the model that describes four categories of motivation that managers can use? A. Personal and organizational B. Performance and satisfaction C. Rewards and emotional response D. Internal and external
C
Which of the following factors is NOT a common cause of conflict among and within teams? A. Differences in goals B. Scarce resources C. Shared performance objectives D. Communication breakdowns
C
Which of the following factors is part of organizational content that influences team effectiveness? A. Team norms B. Cohesiveness C. Culture D. Team type
C
Which of the following factors tends to influence the employee's psychological state of experienced meaningfulness of work? A. Low absenteeism B. Autonomy C. Task significance D. High-quality work performance
C
Which of the following is NOT one of the three key components of a team? A. The people on the team must have regular interaction. B. Two or more people are required. C. Individual contribution is required; trust is not. D. People on the team share a specific performance objective.
C
Which of the following is a primary goal of good leadership? A. To promote stability B. To help meet the organization's current commitments C. To move the organization into the future D. To help organize the organization's structure
C
Which of the following is a type of negative emotion? A. Happiness B. Enthusiasm C. Anger D. Pride
C
Which of the following is among the process theories of motivation? A. Acquired needs theory B. ERG model C. Expectancy theory D. Two-factor approach
C
Which of the following is classified as a positive emotion? A. Guilt B. Fright C. Pride D. Anger
C
Which of the following is considered a type of hard position power? A. Referent power B. Expert power C. Legitimate power D. Information
C
Which of the following is something employers can do to help employees manage stress? A. Ignore the personal aspects of employees' lives. B. Encourage employees to work extra hours. C. Make work fun. D. Discourage employees from taking vacations.
C
Which of the following is true of the halo effect? A. It helps a manager fully recognize the effort of talented people in an organization. B. The influence of external factors on another person's behavior is underestimated. C. The perceiver develops an overall impression of a person or situation based on one favorable characteristic. D. It explains a person's behavior by placing the cause on the aspects of a situation.
C
Which of the following principles would you NOT expect to find exhibited by a good leader? A. The leader believes employees own the problems the leader wants them to solve. B. The leader creates new ways to reward and promote high performers. C. The leader keeps people from operating outside the hierarchy. D. The leader gets to know employees.
C
Which of the following situations involves an extrinsic reward? A. Erin sent an anonymous bouquet of flowers to her assistant who was having an especially stressful time at work. B. Jeremy solved a computer problem. C. Tricia received a long-desired promotion. D. Kellan was happy to have finishing organizing his files.
C
Which of the following statements about interactive leadership is false? A. The leader favors a consensual and collaborative process. B. influence derives from relationships rather than position power and formal authority. C. In studies of performance evaluations, male managers scored significantly on abilities such as motivating others, fostering communication, and listening. D. Interactive leadership is a style practiced more often by women.
C
Which of the following statements best describes how a balance sheet is different from an income statement? A. A balance sheet is more commonly known as a profit-and-loss statement. B. A balance sheet provides three types of information: revenue, expenses, and owners' equity. C. A balance sheet shows the firm's financial position with respect to assets and liabilities at a specific point in time. D. A balance sheet shows revenues coming into the organization from all sources and subtracts all expenses.
C
Which of the following statements best describes the law of effect? A. In the long term, punishment is a more effective approach to behavior change than reward. B. Removing unpleasant consequences once a behavior is improved is equivalent to punishment for undesired behavior. C. Behavior that is positively reinforced tends to be repeated, and behavior that is not reinforced tends not to be repeated. D. Supervisor attention and feedback provide less motivation than financial rewards.
C
Which of the following statements concerning diversity among team members is NOT true? A. Diversity may contribute to a healthy level of disagreement that leads to better decision making. B. Functional diversity and demographic diversity can have a positive impact on work team performance. C. Even with good leadership, diversity in terms of functional area and skills contributes more to conflict than to creativity. D. Gender diversity, particularly with more women than men on a team, leads to better performance.
C
Which of the following theories focuses on the needs that motivate people? A. Reinforcement B. Situational C. Content D. Process
C
Which of the following would NOT be included among the elements of empowerment? A. Employees are rewarded based on company performance. B. Employees have knowledge and skills to contribute to company goals. C. Employees defer making substantive decisions to managers. D. Employees receive information about company performance.
C
Which of the following would NOT be included as a core job dimension in the job characteristics model? A. Task significance B. Skill variety C. Valence D. Autonomy
C
Which of the following would be considered a basic assumption of decentralized control? A. Employees are incapable of self-discipline and cannot be trusted. B. Employees prefer the detailed rules and procedures of a top-down hierarchy. C. Employees work best when they are fully committed to the organization. D. Employee turnover is high.
C
Which of the following would be considered a thriving employee? A. Nadia, who feels stagnant in her career B. Cael, who feels stressed out C. Deborah, who feels energized D. Mikael, who acts indifferent about what he is doing
C
Which of the following would be considered a type of soft power? A. Coercive power B. Legitimate power C. Expert power D. Reward power
C
_____ are external stimuli that produce some combination of frustration (the inability to achieve a goal, such as the inability to meet a deadline because of inadequate resources) and anxiety. A. Machiavellianism traits B. Stereotypes C. Stressors D. Self-efficacy traits
C
_____ is a universal benchmark for quality management practice. A. NASDAQ B. NAAQS C. ISO 9000 D. ASTM
C
_____ leaders usually emerge to take an organization through a major strategic change, focusing on the intangible qualities that facilitate the change process. A. Transactional B. Charismatic C. Transformational D. Considerate
C
_____ occurs when an employee blames a system crash for missing the deadline for a report, when in fact the employee didn't start working on the report until shortly before it was due. A. The fundamental attribution error B. Perception C. The self-serving bias D. The halo effect
C
______ have the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice. A. Pragmatic managers B. Transactional leaders C. Charismatic leaders D. Transformational leaders
C
According to the Leadership Grid, _____ occurs when primary emphasis is given to production rather than to people. A. team management B. country club management C. impoverished management D. authority-compliance management
D
After managers establish performance standards, the next step in the feedback control model is: A. take corrective action to reduce performance defects. B. compare performance to standards. C. implement performance improvement recommendations. D. measure actual performance.
D
An employee who is proud of finishing a difficult project is experiencing: A. a negative emotion. B. emotional intelligence. C. self-awareness. D. a positive emotion.
D
Being defect-free 99.9997 percent of the time is known as: A. kaizen. B. quality circle. C. green power. D. Six Sigma.
D
Caitlin has persuaded the members of her team to stay an extra hour at work to put the finishing touches on an important presentation they are making to management in the morning. This ability of Caitlin's is known as: A. a conceptual skill. B. motivation. C. commitment. D. leadership.
D
Cecily is considering have her employees learn different tasks within the department. Which of the following might help her accomplish this goal without increasing the workload of any of the employees? A. Intrinsic rewards B. Job enrichment C. Work redesign D. Job rotation
D
Christine wants to get a clear picture of who she really is to improve performance and job satisfaction for both herself and her employees, so she meets with her team and: A. makes a self-assessment. B. develops self-confidence. C. develops her locus of control. D. solicits feedback.
D
Claude wants to know what the activity ratio is for his department. What calculation would he need to make? A. Current assets/Current liabilities B. Net income/Sales C. Total debt/Total assets D. Total sales/Average inventory
D
Compared with Type A people, Type B people: A. exhibit more devotion to work. B. display extreme competitiveness. C. experience more stress-related illness. D. have less conflict with other people.
D
During the meeting, Andar held firm to his decision to restructure the approval process. This is an example of: A. self-efficacy. B. self-awareness. C. locus of control. D. self-confidence.
D
Francis arranged meetings with various employees in his division, and together this team has set several stretch goals. After presentations with everyone, the employees are excited about the plans and committed to carrying them out. According to Locke and Latham's goal-setting theory, Francis has achieved goal _____ with his employees. A. readiness B. specificity C. difficulty D. acceptance
D
Good managers avoid the use of _____ to motivate people because this approach damages employee commitment and performance in the long run. A. loss aversion B. intrinsic rewards C. unexpected rewards D. fear tactics
D
Hakim is considering what elements of team composition are a priority for the team he is assembling. Which of the following characteristics is part of team composition? A. Norms B. Roles C. Strategy D. Knowledge and skills
D
Harrison is the manager of a production department. All of the subordinates get along as they complete a highly structured task. In this situation, the power resides in Harrison's position and he is very successful as a manager. According to Fiedler's contingency theory, which of the following types of leadership styles does Harrison most likely use? A. Relationship-oriented B. Job-centered C. Employee-centered D. Task-oriented
D
If Marcela wanted to empower her employees, which of the following actions would she take? A. Revoke certain benefits from employees B. Evenly distribute power throughout the organization C. Ensure equal treatment of men and women throughout the organization D. Delegate power and authority to subordinates
D
If Marisa is calm, happy, and secure in who she is as a person, she would tend to be rated as high on which of the following factors? A. Openness to experience B. Conscientiousness C. Agreeableness D. Emotional stability
D
If Sawyer is most concerned about providing his employees with freedom, discretion, and self-determination in planning and carrying out tasks, which of the following core job dimension is he most concerned with? A. Task significance B. Skill variety C. Feedback D. Autonomy
D
If a team is in its norming stage of development, which of the following statements would be true? A. Team members, following the team leader's example, engage in informal social discussions. B. Team members are experiencing conflict and disagreement. C. Team members are getting acquainted and oriented. D. Team conflict is being resolved and team unity is emerging.
D
In Maslow's hierarchy of needs theory, the concern for developing to one's full potential is what type of need? A. Belongingness B. Safety C. Esteem D. Self-actualization
D
In developing his model of followership, what two dimensions did Kelley use? A. Level of motivation and level of intelligence B. Level of critical thinking and level of intelligence C. Level of active or passive behavior and level of motivation D. Level of critical thinking and level of active or passive behavior
D
In her performance review, Cameron's boss praises her self-confidence, integrity, and desire to lead. Into which of the following categories of leader characteristics do these qualities fit? A. Intelligence B. Social C. Work-related D. Personality
D
In his organization, Dennis seldom exhibits critical or independent thinking. He is unlikely to actively participate, but rather simply does what he is told to do. Within Kelley's model of followership, Dennis would be a(n): A. conformist. B. alienated follower. C. pragmatic survivor. D. passive follower.
D
In order to implement continuous improvement within her organization, Inez will need to train workers to: A. identify the objectives of the benchmarking study. B. use open-book management. C. function in a hierarchical structure. D. make small, incremental improvements on an ongoing basis.
D
In reviewing the balanced scorecard for his department, Abanu is disappointed in the numbers regarding how well resources and human capital are being managed for the company's future. Which of the following components of the balanced scorecard do these metrics address? A. Financial performance B. Customer service C. Internal business processes D. Potential for learning and growth
D
In the context of problem-solving styles, which of the following is a characteristic of Intuitive-Thinking individuals? A. They develop rules and regulations for judging performance. B. They emphasize detailed facts about people rather than tasks. C. They focus on general views, broad themes, and feelings. D. They focus on possibilities using impersonal analysis.
D
In the job characteristics model, which of the following elements is necessary to provide employees with knowledge of the actual results of work activities? A. Task identity B. Task significance C. Autonomy D. Feedback
D
In the third step of the feedback control model, management must deal with performance that deviates from the standard. In addition to objective analysis of performance data, effective management in this step also involves which of the following? A. A balanced scorecard B. Providing reinforcement of standards C. Setting adequate standards D. Subjective judgment and employee discussions
D
In which of the following examples are the two individuals involved in relationship conflict? A. Although Taylor and Dallas benefit from team membership, they do not make a proportionate contribution to the team's work. B. Cole and Sidney belong to different teams and demonstrate a healthy competition, which has provided positive consequences for team effectiveness. C. Charles and Penny disagree about the goals to be achieved by their team. D. Sarah and Timothy experience tension and animosity between them because of interpersonal incompatibility.
D
Introspection, or reflecting on one's experiences, examining the effects of one's actions and behavior, is an element of: A. self-confidence. B. self-esteem. C. self-efficacy. D. self-assessment.
D
Irene has begun sending out her résumé and applying for new positions because she finds her current job repetitive and unchallenging. Which of the following does she find lacking? A. Job involvement B. Organizational commitment C. Organizational citizenship D. Job satisfaction
D
James and Kelsey are managers within the accounting department. James researched and presented a capital plan to purchase some new and much needed technology upgrades for the department. Kelsey disagreed and wanted to stay with the current technology. After visiting a supplier who used the technology James was proposing, Kelsey saw how beneficial it would be in terms of money and effort. Which of the following styles of handling conflict would Kelsey use in this situation? A. The compromising style B. The avoiding style C. The dominating style D. The accommodating style
D
Jesse is three months into a lengthy project of reimagining uses and reengineering the production of several models of power washers and spray painters. His leadership has the entire division excited about innovating and moving these models into the future and meeting needs customers aren't even fully aware of. Jesse is what type of leader? A. Considerate B. Transactional C. Charismatic D. Transformational
D
Jobs that require a high degree of social interaction generally require: A. a high degree of social facilitation. B. self-management skills. C. a high degree of self-awareness. D. a high emotional intelligence quotient.
D
Karla is a highly organized manager. She regularly creates and updates schedules for job completion and assigns tasks to subordinates. Which of the following leadership behaviors is evident here? A. Consideration B. Trust establishment C. People-oriented D. Initiating structure
D
Leadership cannot _____ management; it should _____ management. A. outperform; replace B. replicate; be a replacement for C. operate beyond; defer to D. replace; be in addition to
D
Leadership is best described by which of the following statements? A. Leadership replaces management to help an organization meet its current commitments. B. The primary responsibility of strong leaders is to ensure that suppliers are paid, customers invoiced, and products and services produced on time. C. Leadership and management require the same set of qualities and skills as management to provide different benefits for an organization. D. Strong leadership questions the status quo and is willing to take reasonable risks to meet new challenges.
D
Lucy is preparing an expense budget for her responsibility center. Which of the following best describes this expense budget? A. It estimates receipts and expenditures of money on a daily or weekly basis to ensure sufficient cash flow. B. It shows only overall expenses and not categorical expenses. C. It shows only expenses of a single category or department. D. It includes anticipated and actual expenses for each responsibility center.
D
Margaret recognizes what Emily is feeling without being told. Margaret is practicing: A. perception. B. attribution. C. stereotyping. D. empathy.
D
Marina is a quality control employee assigned to work alongside employees in the printing production area in order to detect and address defects early and identify opportunities for quality improvements within the process. This approach to quality improvement is known as: A. benchmarking. B. a quality circle. C. Six Sigma. D. quality partnering.
D
Most typically, Level 5 leaders: A. lack humility. B. work primarily in the nonprofit world using their leadership skills to serve others. C. have larger-than-life personalities, strong egos, and big ambitions. D. build organizations based on solid values that go far beyond just making money.
D
One of the factors in a team's context that positively influences team cohesiveness is: A. the relationship between the management and the team. B. dissatisfaction with present circumstances. C. low morale. D. the presence of moderate competition with other teams.
D
Petra is trying to explain to a coworker the difference between hierarchical and decentralized control as their organization makes the shift from one to the other. Which of the following statements might Petra use to describe decentralized methods of control? A. They rely on task-related job descriptions and detailed rules and procedures. B. They distrust cultural norms as means of control. C. They use top-down authority and position power. D. They rely on the intrinsic rewards of meaningful work.
D
Planned investments in major assets such as buildings, trucks, and heavy machinery, often involving expenditures over more than a year, appear on a: A. cash budget. B. top-down budget. C. bottom-up budget. D. capital budget.
D
Rebecca has adopted the socioemotional role within her team. Which of the following behaviors is she most likely to display? A. Stimulate team into action when interest drops B. Seek information C. Initiate new ideas D. Shift her opinions to maintain team harmony
D
Research shows that high Machs are predisposed to being _____, capable of lying to achieve personal goals, more likely to win in win-lose situations, and more likely to persuade than be persuaded. A. conscientious B. authoritarian C. highly introverted D. pragmatic
D
Self-efficacy is a dimension of _____, which is general assurance in one's own ideas, judgment, and capabilities. A. self-assessment B. self-awareness C. locus of control D. self-confidence
D
Soren wants to track quality in his company by measuring his organizational process against the best in the industry. Which of the following approaches should Soren use? A. Continuous improvement B. Environmental analysis C. Outsourcing D. Benchmarking
D
The implementation of total quality management involves the use of many techniques. Which of the following would not be included among those techniques? A. Continuous improvement B. Six Sigma principles C. Quality circles D. Open-book management
D
Toni connects with others, builds positive connections, responds to others' emotions, and influences others. She most likely has: A. a high degree of social facilitation. B. self-management skills. C. a high degree of self-awareness. D. relationship management skills.
D
Tucker has a tendency to use fear as a way to get his employees to meet deadlines. Which of the following statements about this practice is true? A. It is not an effective method for motivation. B. It is always destructive for short-term performance. C. It typically has positive consequences for employee development. D. It typically has negative consequences for long-term performance.
D
Two managers in a production division disagree about the quality of a supplier and therefore whether to purchase from that particular supplier, who is able to immediately able to fill the order. The production schedule is already significantly delayed for the month, and further delays would be quite costly. Which of the following styles would be most appropriate in this situation? A. The accommodating style B. The compromising style C. The dominating style D. The avoiding style
D
What are the three groups in Alderfer's ERG theory? A. Extrinsic, rational, and genuineness B. External, realistic, and goodness C. Extant, residing, and growth D. Existence, relatedness, and growth needs
D
What is the fundamental unit of analysis for a budget control system called? A. Project center B. Process center C. Income center D. Responsibility center
D
When the ratio of one person's outcomes to inputs equals that of another's: A. valence is low. B. E → P expectancy is met. C. feedback decreases motivation. D. a situation of equity exists.
D
Which of the following characteristics does NOT apply to open-book management? A. It ties employee rewards to the company's overall success. B. It allows employees to see for themselves the financial condition of the company. C. It shows the individual employee how his or her job fits into the big picture. D. It contains four perspectives: financial performance, customer service, internal business processes, and the organization's capacity for learning and growth.
D
Which of the following characteristics would NOT be true of a self-managed team? A. The team alters their work behavior as needed in changing conditions. B. The team makes decisions. C. The team takes responsibility for their work. D. An organization executive monitors their performance.
D
Which of the following employees would likely respond most favorably to the job characteristics model? A. A person looking to satisfy belongingness needs B. A person with low-level needs C. A person looking to satisfy safety needs D. A person with a high need to grow and expand abilities
D
Which of the following factors is highly influential on the level of a team's cohesiveness? A. Its quality levels B. Its productivity levels C. The relationship between management and the team D. Members' personal attraction to the team
D
Which of the following happens within an organization that is experiencing active disengagement? A. Employees actively work toward improving teamwork. B. Employees actively oppose their own growth in the company. C. Employees actively seek ways to empower themselves. D. Employees actively undermine their organization's success.
D
Which of the following is a critical step in combating stress at a workplace? A. Training managers to divulge just enough information so that employees are kept guessing about what is expected of them B. Training managers to ignore the personal aspects of employees' lives C. Training managers to not get involved in conflicts between employees D. Training managers to ensure that employees don't have unreasonable workloads
D
Which of the following is a source of work stress? A. Tasks that require creativity and experimentation B. Tasks with limited role conflict C. Challenging workloads with clear guidelines D. Unethical environments and unsafe working conditions
D
Which of the following is a tactic for promoting stronger organizational commitment through trust? A. Limiting employees' say in decisions B. Offering employees rewards that have little value C. Maintaining a secretive culture D. Being honest and trustworthy in business dealings
D
Which of the following is essential for effective control within an organization? A. Large-sized, homogenous teams B. Centralized and rigid management approaches C. Leaders with autocratic leadership skills to exert hierarchical control D. Information about performance standards and actual performance
D
Which of the following is true when defining emotion? A. Based on conscious effort B. Strictly accompanied by physiological changes C. Easy to separate from work or tasks at hand D. A mental state that arises spontaneously
D
Which of the following situations best exemplifies vicarious learning? A. Reece goes through the PowerPoint presentation for the executive team. B. In learning how the five components of the cooling unit go together, Jack, a line worker, has to put the unit together and take it apart several times. C. As Jack practices assembling and disassembling the cooling unit, Carla, a departmental accountant, rates him on the number of hand movements and efficiency. D. Carla watches Reece, the head of the accounting department, as he puts together a PowerPoint presentation of the monthly financial data for the organization.
D
Which of the following statements about U.S. companies and ISO 9000 certification is true? A. ISO certification has yet to become the recognized standard for evaluating and comparing companies in the United States. B. ISO 9000 standards constitute effective quality management as outlined by the International Organization for Standardization in Atlanta, Georgia. C. The United States continues to lead in the total number of certifications. D. More U.S. companies are feeling the pressure to participate to remain competitive in international markets.
D
Which of the following statements about leadership is accurate? A. The traditional view on leadership upholds will and humility as the prerequisites for a good leader. B. Leadership is essential only in larger organizations. C. Leadership activities are the same as any other problem-solving activity. D. Leadership occurs among people, involves the use of influence, and is used to attain goals.
D
Which of the following statements about rewards in an organization is NOT true? A. The reward informs the person whether the behavior satisfied the need. B. The reward informs the person that the behavior was appropriate. C. Rewards can be intrinsic or extrinsic. D. Effective managers operate primarily in offering intrinsic rewards to employees.
D
Which of the following statements best characterizes a team? A. Putting a team together is the same thing as building teamwork. B. A team sets identical purpose for itself and its organization. C. A team has individual work products. D. A team requires a minimum of two or more people.
D
Which of the following statements best describes an effective follower style in Kelley's model of followership? A. They do not consider the consequences of what they are asked to do—even at the risk of contributing to a harmful endeavor. B. They use whatever style best benefits their own position and minimizes risk. C. They are capable, but do not participate in developing solutions to the problems or deficiencies that they see. D. They develop an equitable relationship with their leaders and do not try to avoid risk or conflict.
D
Which of the following statements best describes an intrinsic reward? A. Intrinsic rewards involve monetary gain. B. Intrinsic rewards involve promotions. C. Intrinsic rewards originate as a result of pleasing others. D. Intrinsic rewards originate as a result of personal satisfaction.
D
Which of the following statements best describes how transformational leadership is distinguished from transactional leadership? A. Transformational leadership focuses solely on the impersonal aspects of performance, such as plans, schedules, and budgets. B. Transformational leadership requires leaders with ingrained personality characteristics. C. Transformational leadership is characterized by the conformity to organizational norms and values. D. Transformational leadership leads to changes in an organization's mission, strategy, structure, and culture.
D
Which of the following statements best describes total quality management (TQM)? A. With TQM, specialized departments in organizations are responsible for quality control. B. After its successful implementation by U.S. companies, TQM became highly popular in Japan. C. A hierarchical control philosophy provides the basis for all things TQM. D. The focus of TQM is on teamwork, increasing customer satisfaction, and lowering costs.
D
Which of the following statements is NOT one of the three common concerns people have about being on a team? A. We have to give up our independence. B. Teams are sometimes dysfunctional. C. We have to put up with free riders. D. Teams are always as good as their best member.
D
Which of the following statements provides the best explanation of the making progress principle? A. The challenge level of a goal is its most important factor. B. Comparison with peers is not a valid measurement for quantifying progress. C. Individuals measure their progress in comparison to the amount of progress their peers make in a given time frame. D. The single most important factor that can boost motivation, positive emotions, and perceptions during a workday is progress toward meaningful goals.
D
Which of the following techniques is likely to help a manager combat the growing level of stress in today's workplace? A. Preventing employees from forming a community B. Not getting involved in conflicts between employees and letting them work it out C. Not letting employees know how well they are performing D. Creating a healthy corporate culture that makes people feel valued
D
Which of the following would NOT be considered a common method for reducing perceived inequities? A. Leave one's job B. Change one's work effort C. Change one's perceptions D. Eliminate social equities
D
Which of the following would NOT be found among the contributions that effective teams make to an organization? A. Greater employee satisfaction B. Lower costs C. Greater creativity D. Lower productivity
D
Which of the following would NOT be found among the five needs that make up Maslow's hierarchy? A. Safety B. Physiological C. Esteem D. Intellectual
D
Which of the following would be considered a primary characteristic of authentic leadership? A. A tendency to work in the nonprofit world as a way to apply leadership drive and skills to serve others B. A focus on the big picture rather than supporting any individuals' roles C. Influence that derives from position power and formal authority rather than relationships D. Passion for pursuing their purpose
D
Within Gavin's team, he plays the role of task specialist. In which of the following behaviors would he most likely engage? A. Reconciling group conflicts B. Encouraging others to draw out their contributions C. Reducing tension D. Seeking information
D
Within their team, John and Rico often encourage others and work to strengthen the team's social identity. They often are first to try to reconcile group conflicts and find compromises. What role do John and Rico play? A. Philanthropist B. Task specialist C. Free rider D. Socioemotional role
D
Zayden is worried that his department has spent too much on equipment. What ratio should he calculate to determine the company's ability to generate earnings with these investments? A. Quick ratio B. Inventory turnover C. Profit margin on sales D. Return on assets
D
_____ involves determining whether successful performance will lead to the desired outcome or reward. A. High valence B. P → E expectancy C. E → P expectancy D. P → O expectancy
D
_____ means regularly reflecting on one's thoughts and feelings. A. Self-confidence B. Self-awareness C. Self-efficacy D. Self-assessment
D
_____ occurs when an employee is given a favorable review for good attendance and a friendly attitude, even if his overall work performance is poor. A. The fundamental attribution error B. Perception C. The self-serving bias D. The halo effect
D
_____ type people, according to Jung, would rather work with theoretical or technical problems and are creative. A. Intuitive-Feeling B. Sensation-Feeling C. Sensation-Thinking D. Intuitive-Thinking
D
_____, one of the most commonly used methods of managerial control, sets targets for an organization's expenditures, monitors results and compares them to the budget, and makes changes as needed. A. Continuous improvement B. Quality circles C. Responsibility centers D. Budgetary control
D
