MANAGEMENT FINAL

10. The earliest approach to the study of leadership was a) Transformational leadership b) Trait approach. c) Behavioral approach. d) Transactional leadership.

b) Trait approach.

3. In democratic decision making... a) leaders leave employees alone to make decisions. b) employees participate in the making of the decision. c) leaders make the decision alone without necessarily involving employees in the decision making process. d) the leader provides minimum guidance and involvement in the decision.

B) employees participate in the making of the decision.

Which one of the following traits is not a tool or behavior that transformational leaders use to influence employees and create commitment to the company goals? a) Management by Exception. b) Charisma. c)Inspirational Motivation. d) Intellectual Stimulation.

Management by Exception.

Which of the following is NOT an example of the Unity-of-Command principle? Divisional organization Functional organization Correct! Matrix organization All of the above practice Unity-of-Command

Matrix organization

21. A leader who is _________________, according to the Michigan Studies, is characterized by directive, structural and task oriented behaviors. He or she makes sure that the work gets done, subordinates perform their jobs in an acceptable fashion, and that the organization is efficient. a) Production-orientated b) Employee-oriented c) Consideration-oriented d) Autocratic structure-oriented

a) Production-orientated

15. Which of the following is not a key characteristic of authentic leaders? a) They have no set priorities. b)They understand where they are coming from. c) They are not afraid to act they way they are. d) They have high levels of personal integrity.

a) They have no set priorities.

37. Many law enforcement agencies have a centralized organization structure. a) True b) False

a) True

44. A visual document that communicates how a company is organized is an organizational chart. a) True b) False

a) True

49. A culture that emphasizes precision and paying attention to details is a) a detail-oriented culture b) an aggressive culture c) an outcome-oriented culture d) a service culture

a) a detail-oriented culture

30. The purpose of assembling a team is to: a) accomplish larger, more complex goals. b) collaborate on numerous tasks. c) compensate employees based on shared outcomes. d) provide improved performance.

a) accomplish larger, more complex goals.

18. Which of the following is NOT a characteristic that authentic leadership encourages? a) all of the above b) self-development c) positive psychological capacities d) internalized moral perspective e) self-awareness

a) all of the above

5. When leaders make decisions alone without involving employees in the decision making process, they are using... ! a) authoritarian decision making. b) participative decision making. c) laissez faire decision making. d) democratic decision making.

a) authoritarian decision making.

17. Which of the following powers is NOT a type of positional power? a) expert b) legitimate c) coercive d) ALL of the answers are types of positional power e) reward

a) expert

52. Factors that are important to culture creation include a) founder values, preferences and industry demands. b) environmental opportunities and threats. c) founder assumptions and environmental opportunities. d) founder leadership style and environmental threats.

a) founder values, preferences and industry demands.

55. Firms that are flexible, adaptable and experiment with new ideas are _________ firms. a) innovative b) outcome-oriented c) stable d) aggressive

a) innovative

38. Which of the following is NOT an approach to departmentalization? a) network b) divisional c) functional d) matrix

a) network

56. Those who emphasize achievement, results and action create a(n) _________ __________ culture in their organizations a) outcome-oriented b) team-oriented c) detail-oriented d) people-oriented

a) outcome-oriented

33. How groups function has important implications for organizational a) productivity. b) mission and vision. c) hierarchy. d) POLC function.

a) productivity.

57. Companies that are collaborative and emphasize cooperation among employees have a __________ culture. a) team-oriented b) conservative c) detail-oriented d) outcome-oriented Which of the following is NOT an example of the Unity-of-Command principle? All of the above practice Unity-of-Command

a) team-oriented

20. Which of the following is NOT a "Great Man" trait? a)compassion b)intelligence c)dominance d)masculinity

a)compassion

24. Group leaders can finally move into coaching roles and help members grow in skill and leadership in the stage of a)performing. b)forming. c)norming. d)storming.

a)performing.

58. __________ power is how a manager influences people through the threat of or actual negative consequences for undesired actions a. Coercive b. Expert c. Referent d. legitimate

a. Coercive

36. A poorly designed organizational structure can result in: a) Confusion among employees b) All of the above c) A lack of cohesiveness among different departments d) Slow decision-making

b) All of the above

40. The chain-of-command principle is a philosophy where each employee reports to and is accountable to only one manager. a) True b) False

b) False

41. Horizontal structures can be categorized as either centralized or decentralized. a) True b) False

b) False

42. Marketing units working with the sales department to understand their client base or accounting units working with both of these departments to give them an idea of what type of budget is at their disposal is an example of standardization. a) True b) False

b) False

43. A hierarchy is a organized structure of power relationships where the top-level holds the most power and resources. a) True b) False

b) False

47. Which of the following statements is incorrect? a) In people-oriented cultures, supportive, cooperative behaviors are rewarded. b) In aggressive cultures, supportive, cooperative behaviors are rewarded. c) In team-oriented cultures, supportive, cooperative behaviors are rewarded. d) In aggressive cultures, supportive, cooperative behaviors are not rewarded.

b) In aggressive cultures, supportive, cooperative behaviors are rewarded.

8. Task-oriented behaviors are also called a) Consideration. b) Initiating structure. c) Transformational leadership. d) Laissez-faire.

b) Initiating structure.

22. ________ leaders focus on the creation of reward contingencies and exchange relationships that result in a calculative compliance on the part of followers, while __________ leaders create and communicate a higher-level vision in a charismatic way that elicits an emotional response and commitment from the followers. a) Empowering, directive b) Transactional, transformational c) Transformational, transactional d) Directive, empowering

b) Transactional, transformational

28. A team asked to manage an entire line of products including making decisions about products to produce, managing the production of the product lines, marketing them, and staffing their division, is given which kind of task? a) problem-solving b) all of the above c) idea generation d) production

b) all of the above

53. What is the first step in increasing the chances of success in effecting a cultural change? a) role modeling b) creating a sense of urgency c) changing key players d) changing the reward system

b) creating a sense of urgency

All of the following are consequences of a high-quality leader-member exchange relationship except a) organizational commitment. b) effort in building good relationships. c) job satisfaction. d) lower turnover.

b) effort in building good relationships.

45. Which of the following is a characteristic of a centralized organization? a) operations can be coordinated at a divisional level b) key decisions are handled by top management c) coordination is difficult to maintain due to many authoritative figures d) employees are able to make decisions and act independently

b) key decisions are handled by top management

32. The group members are more open and respectful toward each other, and willing to ask each other for both help and feedback, at the stage of a) storming. b) norming. c) adjourning. d) forming.

b) norming.

14. Which of the studies found that leaders have two dominant sets of behaviors that predict success - consideration and initiating structure. a)The University of Michigan Studies b)The Ohio State Studies c)The Managerial Grid d)None of the above

b)The Ohio State Studies

13. A style of leadership that includes behaviors that encourage positive psychological capacities, an ethical climate, greater self-awareness, an internalized moral perspective, a balanced processing of information, and self-development is known as: a)Servant leadership b)Superleadership c) Authentic leadership d) Shared leadership

c) Authentic leadership

29. A team may be charged with coming up with a new marketing slogan which is what kind of task? a) Problem-solving. b) Production. c) Idea generating. d) Directing.

c) Idea generating.

9. Nelson is the manager of a marketing department in a medium sized company. Nelson has six employees reporting to him. In deciding the goals for the department for next quarter, Nelson is holding a meeting for employee input and direction. Nelson uses a(n) _________ style of decision making in the marketing department. a) authoritarian b) supportive c) democratic d) laissez-faire

c) democratic

4. Which of the following is an incorrect statement about leader-member exchange (LMX) theory? a) in high-quality LMX relationships, the leader has a trust-based relationship with the member. b) in high-quality LMX relationships, both leader and member go above and beyond their job descriptions to assist the other party in succeeding. c) high-quality LMX relationships involve an active dislike between the leader and member. d) in low-quality LMX relationships, the leader does his job and the member does his.

c) high-quality LMX relationships involve an active dislike between the leader and member.

39. This organizational structure encourages the sharing of information and has dual lines of authority: a) network b) functional c) matrix d) divisional

c) matrix

31. The ideal size for a team depends on the ? a) number of employees in the organization. b) company. c) task at hand. d) KSAs of team members.

c) task at hand.

23. Teams where the manager serves as the team leader are called a)self-managed teams. b) empowered teams. c) traditional teams. d) self-directed teams.

c) traditional teams.

7. Research on transformational and transactional leadership shows all of the following except a) transactional leaders have positive influences over employee attitudes. b) transformational leaders increase the performance of their followers. c) transactional leaders increase the intrinsic motivation of their followers. d)transformational leaders create higher levels of commitment to organizational change efforts.

c) transactional leaders increase the intrinsic motivation of their followers.

6. People-oriented behaviors include a) planning for increased employee performance. b) structuring employee roles. c) treating employees with respect. d) providing employees instructions.

c) treating employees with respect.

51. People-oriented cultures... a) value competitiveness and outperforming competitors. b) are flexible, adaptable, and experiment with new ideas. c) value fairness, supportiveness and respecting individual rights. d) emphasize precision and paying attention to details.

c) value fairness, supportiveness and respecting individual rights.

26. Teams differ in terms of the tasks they are trying to accomplish, and the major tasks include all of the following EXCEPT a)idea generation. b)Problem-solving c)directing. d) production.

c)directing.

25. "We survived!" is the common sentiment of the group stage of a)forming. b)Adjourning r c)norming. d)storming.

c)norming.

19. __________ power is how a manager influences people through the threat of or actual negative consequences for undesired actions. a) Referent b) Expert c) Legitimate d) Coercive

d) Coercive

16. Which type of leadership employs position power or legitimate power to exert influence over others? a) Transactional b) Empowering c) Transformational d) Directive

d) Directive

a) Repetitive activities in an organization, like weekly meetings opened with calisthenics, have symbolic meaning to employees. b) Employee handbooks are developed to convey rules which determine acceptable and unacceptable behavior in an organization. c) Stories highlight critical events faced or heroic efforts put forth by individual employees to instill cultural values in employees. d) While physical layouts impact motivational levels in employees, they do little to convey the firm's culture to those employees.

d) While physical layouts impact motivational levels in employees, they do little to convey the firm's culture to those employees.

35. A group of employees who work across barriers consisting of time, distance, organizational boundaries while being linked together by information and communication technologies are known as: a) an organic organization b) a network organization c) free agents d) a virtual team

d) a virtual team

54. Culture is observable to others in all of the following ways except... a) policies and practices b) procedures and processes c) rituals and regulations d) goals and values

d) goals and values

12. A directive leader tends to rely primarily on which of the following sources of power? a) personal b) expert c) referent d) legitimate

d) legitimate

46. A(n) __________________ is a group of independent companies that organize themselves to appear as one large entity. a) centralized organization b) matrix organization c) functional organization d) network organization

d) network organization

34. Group members are becoming more authentic as they express their deeper thoughts and feelings in the stage of a) performing. b) forming. c) norming. d) storming.

d) storming.

27. The fundamental factors affecting group cohesion include all of the following EXCEPT a)similarity. b) stability. c) Size. d) strength.

d) strength.

. Culture is observable to others in all of the following ways except a)the firm's physical layout. b) the firm's rituals. c) the firm's rules and policies. d) the firm's goals.

d) the firm's goals.

Culture is observable to others in all of the following ways except... rituals and regulations goals and values policies and practices procedures and processes People-oriented cultures...

goals and values