MGMT 300 Final (Ch 9-13)

Which of the following statements apply when using competition as a conflict resolution strategy?

Make sure people know exactly what they are required to do- Use declarative and precise statements, and keep them simple

Retirement Plan

May be able to contribute before-tax savings account. Company may match your funds.

Education Assistance

May pay tuition cost for any business-related undergraduate or graduate courses.

Negotiating a Salary

Negotiate for Success Do not ever tell them how much you will take! Make them give you a number.

Evaluating the Offer

Once you have looked at the whole offer, ask yourself the following questions: 1. How does salary match the research you did and your range? 2. Will the salary meet your needs? 3. Which benefits are offered? Do they match your needs? 4. Is this offer acceptable? If not, what would make it acceptable to you?

Paid Time Off (PTO)

Program provides employees with paid time off for occasional illness or personal business

When Does Salary Negotiation Begin?

Salary negotiation can begin... 1. Before the interview 2. Early in the interview 3. at the interview

30%

Say final offer

10%

Say it depends on candidate

Negotiating a Salary Cont 2

Shows you are focused on the job not the salary. This has already separated you from the majority of the other prospective employees. You have also dodged their question.

Accommodation is the opposite of the competition conflict management style

T

Collaboration is known as the win-win conflict management

T

Compromise is an appropriate management style style when the conflict involves scarce resources that cannot be expanded

T

Gaining an opportunity to consult with others is an advantage while employing the leverage of timing

T

the highest levels of both relationship & task conflict occur in low performing teams during late project stages

T

informational factors contribute to conflict when people have developed their point of view on the basis of different sets of facts

T- informational factors come into play when people have developed their point of view on the basis of a different set of facts

A *functional form of organization* is used when the environment is stable, and the organization is small to medium-sized. True or False

TRUE

An *adhocracy culture* is the opposite of a hierarchical culture. True or False

TRUE

Burn & Ashes Inc., a publishing and advertising company, places a high value on *stability and control with a focus on integration and unity*. This is an example of the existence of a *hierarchical culture* in an organization. True or False

TRUE

Countries that allow inequalities to exist or believe they are natural are high in power distance. True or False

TRUE

Firing a top executive to reaffirm the company's norms and values is an example of *rites of degradation.* True or False

TRUE

In a *market culture*, an employee's current contribution or performance is the most important factor for employee payment or promotion. True or False

TRUE

In order *to build common norms and values*, a company adopts the *rites of integration*. True or False

TRUE

In order to communicate status, executives and managers often have huge computer monitors and up-to-date new computers, while employees, who use their computers for most of the day, have smaller screens and slower computers. True or False

TRUE

It is critical that the most senior managers live and breathe inclusiveness. True or False

TRUE

Surface-level diversity refers to differences that are easily seen and generally verifiable. True or False

TRUE

To communicate status, executives have reserved spaces while others use an open lot. True or False

TRUE

From a *behaviorist's view*, trying to change culture without changing the reward system is an absolutely futile exercise. True or False.

TRUE (Using a *behaviorist view* of culture, one needs to change the reward system if the company's culture is being changed.)

Dental Plan

The dental plan covers a wide range of dental expenses that are either routine or needed to treat dental diseases, defect, or, injuries to your teeth and mouth.

74% of Employers Have Room To Increase

Their first offer by 5-10% during the negotiations.

A manager may solve the wrong problem if the right stakeholders are not included in defining the problem to be solved.

True

A productive failure is one that is regarded as an opportunity to learn

True

Confidence estimates, trial and error, and healthy skepticism are tactics used to overcome judgment biases.

True

Escalation of commitment is a source of judgment error in problem solving.

True

Inference is drawing a conclusion about something we do not know based on things we do know.

True

Inquiry skills are aimed at understanding people's mental models

True

Many managers have damaged their careers by implementing solutions they knew were incorrect but forged ahead even with this knowledge

True

One of the problems with organizational problem solving is that symptoms are more visible than their underlying structure

True

The self-serving bias is a type of fundamental attribution error

True

Mid-Level Positions

Typically have salary ranges of between 10 and 20 percent (i.e., a job paying $40,000 a year may have a salary range between $37,000 and $43,000) Employers will negotiate within range, but will rarely exceed it unless you are an exceptional candidate.

Vacations

Usually based on length of employment. Some companies allow 5 vacation days per six months of employment with additional time earned each month worked.

Evaluating the Offer Cont

When evaluating, you may also want to consider some points that are outside of the offer itself such as: 1. Commuting distance and options to job 2. Culture/atmosphere of the office 3. Work schedule 4. Management style These may be as important to your overall job satisfaction as the salary and benefits.

For which of the following situations would avoidance be an appropriate conict management strategy?

When the issue can be addressed at a speci<c but later time

Are Salaries Really Negotiable?

Yes and No. It depends on the position, the manager, the organization, and your perceived value. In general, the higher-level management and executive positions offer the greatest opportunities for negotiation.

Estimate Loss

You could lose up to $500,000 by age 60 if you don't learn to negotiate

Dan decided that the conict situation he is facing with his boss is low in issue importance. He needs to resolve this conict fairly quickly and stay on the boss's good side. What conict management style should he use?

accomdation

One of Haley's best workers wants to work from 7 a.m. to 3 p.m. instead of the regular 9 a.m. to 5 p.m. shift for the next two weeks while her son plays in the championship series at a school across town. This arrangement will not hinder the employee's work. What should Haley do?

accommodate

Carl decided that the conict situation he faces with his fellow department heads at a remote location is not that important. The issue is trivial, and he rarely works with anyone from that location. The issue should be resolved soon. What conict management style should he use?

avoidance

Due to budget restrictions, a business school could afford to hire onlyone new faculty member for the next academic year. However, the school needed additional faculty members in both finance and marketing. Two hours into a heated meeting with the department chairpersons, the dean excused herself saying she had another meeting to attend to. What conict management style did the dean use?

avoidance

_____ value the insight they gain from learning about other parties' interests and perspectives during the conict resolution process.

collaborators

When selecting a conict management style to resolve a conict where the need is for justice rather than mercy, choose to

compete rather than accommodate- When the purpose of conict resolution is to provide justice rather than mercy, a good manager chooses to impose competition rather than accommodation.

Mabel, a sales manager, just received new rules and regulations from her company's headquarters about the use of expense accounts. Dan and Trey, two of her best salespeople, have ignored other corporate directives with impunity. Law, however, requires these changes. Mabel knows there will be objections to the changes. What conict resolution strategy must Mabel use?

competition

Mick decided that the conict situation with his junior sta( members is high in issue importance and low in relationship importance. He needs to resolve this conict fairly quickly. What conict management style should he use?

competition

Due to budget restrictions, a business school could a(ord to hire onlyone new faculty member for the next academic year. However, the school needed additional faculty members in both <nance and marketing. After a lengthy discussion, it was decided that the budgetwould be shared and part-time instructors would be hired for the next year. What kind of conict management strategy was used?

compromise

research shows that people in conflict with a co worker are most likely to:

discuss the issue

Research shows that people in conict with an employee are least likely to:

discuss with a co worker

Billy's department is in an uproar. His most senior workers, Greta andLibby, are at the point of refusing to be in the same room at the same time. Billy investigated the problem and found that Greta established new procedures based on a corporate memo written in October last year. Libby refused to follow the procedures because of the follow-up memo written two weeks later. When Billy showed Greta and Libby both documents, the conict ended. What was the source of the conict?

informational factors

Which of the following is a disadvantage of employing the collaborative conict management style?

it does not save time

Which of the following statements is true about task conflict

it stimulates evidence based discussions

Which of the following statements is true about relationship conflict

it threatens productivity and interferes with the effort people put in a task

which of the following statements is a negative effect of conflict

leaders tend to rely on authoritarian decisions

Which of the following indicators shows that a party will be competitive, rather than cooperative, during negotiations?

negotiating issues are primarily financial

The negotiation process begins with:

negotiation preparation

which of the following statements is a positive effect of conflict

people are motivated to understand others' positions an ideas

blank factors exert their influence and give rise to conflicts when people have different images or interpretations of the same thing

perceptual

Top Five Things Candidates Try to Negotiate

1. Additional vacation time 2. Flextime 3. Telecommuting options 4. Professional development/tuition reimbursement 5. Job titles/responsibilities

Word Choice is Important

1. Avoid absolutes, NEED, MUST, HAVE TO-remember they're the ones with the offer 2. Don't paint yourself into a corner or you will lose credibility 3. Don't commit to anything until you are certain that you are ready to accept. 4. A verbal accept isn't final until the paper is signed but that doesn't mean that you haven't committed to the company

Medical Plan

1. Calendar year deductible 2. Co-pay 3. Lifetime maximum 4. Office visits 5. Preventive exams 6. Hospitalization, surgeries/anesthesia 7. Emergency room services 8. Home health care 9. Ambulance 10. Physical speech & occupational therapy 11. Vision care 12. Prescription drug services 13. Mental health/chemical dependency

Major Strategies Adopted in Negotiation

1. Competition 2. Persuasion 3. Accommodation 4. Collaboration 5. Compromise

4 "P's" of Successful Negotiation

1. Create positive environment 2. Prepare: brainstorm compensation possibilities and reasoning 3. Prioritize possibilities to consider: will accept lower salary with more vacation days 4. Be patient: allow time for thoughtful response

Calculate Your Expenses

1. Credit card bills 2. Cost of living 3. Entertainment 4. Rent/mortgage 5. Student loans 6. Investment 7. Car payment 8. Insurance payments

Advice

1. Do you homework 2. Don't be afraid to ask for what you want 3. Shut up and listen 4. Always be willing to walk away 5. Don't be in a hurry 6. Focus on the other side's pressure not yours 7. Show the other person how their needs will be met 8. Don't give anything away without getting something in return 9. Don't take the issue or other person's behavior personally

Increases Leverage

1. Economically prosperous 2. Small company 3. High attractiveness 4. Recruit few entry level positions 5. Negotiating is normal 6. Manager wants you 7. Established relationships 8. Unique skill set 9. Relevant experience 10. Alternate offers

Decreases Leverage

1. Economically troubled 2. Large company 3. Low attractiveness 4. Recruit many entry level positions 5. No negotiating norm 6. HR wants somebody 7. No relationships 8. Undistinguishable skills 9. Lack of experience 10. No alternatives

Know Your Bottom Line

1. Establish a budget including taxes and savings 2. Decide on the minimum amount of compensation that will support your budget and make you satisfied 3. If an employer is unable to meet or exceed this amount, it may be to your advantage to keep looking. There is no point in accepting an offer you think you will be unsatisfied and want to look for another job in the near future.

Know Your Market Value

1. Glassdoor.com 2. Indeed.com/salary 3. Monster.com 4. Payscale.com 5. Salary.com 6. Simplyhired.com/a/salary/home

Things to Ask for When Negotiating a Job Offer

1. Higher base salary 2. Flexible scheduling 3. Telecommuting 4. Tuition reimbursement 5. Relocation allowance 6. Accelerated performance review 7. Start date 8. Business Title 9. Membership dues 10. Parking 11. Car, Cell phone, PC 12. Extra vacation time 13. Bonuses 14. Benefits 15. Training

How to Negotiate?

1. I win/You lose 2. I lose/You lose 3. I win/You win 4. I lose/You win

Holidays

1. New Years Day 2. Memorial Day 3. Independence Day 4. Labor Day 5. Thanksgiving Day 6. Christmas Eve 7. Christmas Day 8. Two "floating" holidays

Salary Requirements

1. Often required on job application/phone interview 2. Option one-leave blank, use "open" or "negotiable" 3. Option two-look at market range and make its midpoint your starting salary 4. Option three-ask what the starting salary is for this position

Appropriate Questions to Ask if Salary is Brought During An Interview

1. What is the salary range for this position 2. Does the organization ever pay higher than the starting salary? If so in what circumstances? 3. What is the average salary increase for the position? 4. How often are increases given?

Negotiating a Salary 5

1. What types of benefits are being offered?

Negotiating a Salary Cont 3

30% of the time you will be asked again...respond again... I will consider any resonable offer. Do this as often as they ask you the question

Number of Women that Negotiatie

34%

Number of Men that Negotiate

44%

How Common is Salary Negotiation for New Grads

62% of new grads do not negotiate 38% of new grads negotiate

Percent of Employers That Never Retract An Offer Because AN Entry Level Candidate Tried to Negotiate

90%

Paid Vacation Benchmark

>1 Year service-10.2 days >3 years-12.1 days >5 years-14.7 days >10 years-17.4 days >15 years-19.1 days >20 years-19.9 days >25 years-20.6 days

Which of the following characteristics is true about *high individualism*? A. An enjoyment of challenges, and an expectation of rewards for hard work. B. Disregard for privacy. C. Emphasis on mastery and competence. D. Work for intrinsic rewards. E. Harmony more important than honesty.

A (*An enjoyment of challenges, and an expectation of rewards for hard work.*) (High individualism is characterized by: High valuation of others' time and need for freedom, an enjoyment of challenges and an expectation of rewards for hard work, and respect for privacy.)

Why is group functioning in diverse groups more difficult? A. Diverse groups are less likely to see situations in similar ways. B. It is hard for the team to avoid groupthink. C. More time is available for work performance because group process is ignored. D. Behaviors of individual team members do not conform to the averages. E. Diverse groups lack the potential to achieve positive outcomes.

A (*Diverse groups are less likely to see situations in similar ways*)

A company specializing in automotive engineering, Derl Inc., places a premium on *stability and control with a focus on integrity and unity within the organization.* According to Quinn's Competing Values Model, what organizational culture exists in the company? A. Hierarchy B. Collaboration C. Clan D. Market E. Adhocracy

A (*Hierarchy*) (In a *hierarchical culture*, there is a strong value placed on *stability and control with a focus on integrity and unity.* Increased formalization tends to be the rule, and leadership *consists primarily of organizing, monitoring, measuring, and evaluating the activities of subordinates*.)

Which of the following is true about a *functional form* of organization? A. It promotes clear career ladders in large departments. B. The activities are grouped based on the company's products and services. C. It leads to duplication of resources. D. Employees are grouped on the basis of function for a specific project. E. It creates a highly flexible—rapid response environment.

A (*It promotes clear career ladders in large departments*)

Which of the following is true about a company with a *hierarchical culture*? A. Increased formalization rules the organization. B. The company is directed toward competing in its market segments. C. Flexibility within the organization is highly valued. D. Leaders exhibit an entrepreneurial role than one of controlling. E. The company's focus is externally directed.

A (*increased formalization rules the organization*)

According to recent research, which of the following activities has the greatest impact on leadership development success? A. Action learning B. Exposure to senior executives C. External coaching/mentoring D. Cross-functional rotations E. Global rotations

A. Action learning

According to Bernard Bass, which of the following is an effective transactional leader behavior? A. Contingent reward B. Coaching C. Telling D. Inspirational appeal E. Coercion

A. Contingent reward

Which transformational leadership behavior has been shown to be associated with increased employee citizenship behavior, increased employee job satisfaction, enhanced organizational commitment, increased employee organizational citizenship behavior, and improved performance? A. Providing individualized support B. Intellectual stimulation C. Providing a role model D. Delegating major decisions E. Articulating a vision

A. Providing individualized support

Which of the following statements, on the ladder of inference, provides objective data? A. The invitation said "casual dress." Marx arrived in a tuxedo. B. As Marx knew the COO would be present, he wanted to make a lasting impression. C. Marx possibly always tries to be the center of attention. D. Marx is arrogant. I do not want to be on a project team with him. E. Marx is an idiot. He cannot even read.

A. The invitation said "casual dress." Marx arrived in a tuxedo.

A shirt manufacturer lost 45 percent of its market share last year. The CEO put together a committee to find out what was wrong. He included office staff and vendors. He did not include any current or former customers. Did the CEO make a mistake? A. Yes. He did not include key stakeholders. B. No. That action would slow down the process. C. Yes. He failed to find the facts. D. No. That action would narrow the focus. E. Yes. He should have hired an outside consultant.

A. Yes. He did not include key stakeholders.

Salma asked Lillie, "How did you do in the final assessment?" Lillie responded, "I knew everything!" Salma said, "So you can expect a 100! That will be awesome!" Lillie thought for a moment and said, "Maybe not actually that much of everything. I would say 95 to 100." Lillie curbed Salma's judgment bias by using: A. a confidence estimate. B. trial-and-error calibration. C. healthy skepticism. D. a defense hedge. E. a hasty generalization fallacy.

A. a confidence estimate.

When Jill was asked, she chose cars over stomach cancer as the cause of more U.S. deaths per year. When asked why she chose the wrong answer, she said, "I hear about fatal car accidents every day. I never hear about stomach cancer." Jill's type of judgment error was: A. availability. B. representativeness. C. anchoring and adjustment. D. confirmation. E. overconfidence.

A. availability.

Abraham constructed a weighted rank alternatives table to decide where to go to graduate school. His most important criteria were cost, location, and publication opportunities. His four school choices all were ranked highest on the three criteria. Abraham does not know how to choose. He has reached a condition of: A. equifinality. B. overconfidence. C. anchoring and adjustment. D. devil's advocacy. E. satisficing.

A. equifinality.

Rational problem-solving skills are deficient in most young managers because: A. most problems are complex, without clear definition. B. decision making is not needed until middle or executive management ranks. C. young managers have not yet learned to trust their first instincts. D. young managers are hesitant to act. E. effective problem-solving frameworks are too complex in form and concept.

A. most problems are complex, without clear definition

Management-by-exception contributes to effective transactional leadership by: A. reinforcing a sense of fairness among employees. B. rewarding good behaviors in public ways. C. balancing goals and ambitions. D. adjusting the difference between individual and organizational goals. E. encouraging work activities that go beyond what is expected.

A. reinforcing a sense of fairness among employees.

4 Out of 5 Employers

Are willing to negotiate. Few job seekers ask for more.

The values of discretion and dynamism with a focus outside of the organization is the culture most prevalent in Kofi & T Inc., a company providing networking solutions. According to Quinn's Competing Values Model, what organizational culture does the company exhibit? A. Clan B. Adhocracy C. Market D. Hierarchy E. Traditional

B (*Adhocracy*) (In an adhocracy culture, there is a high value placed on discretion and dynamism with a focus outside of the organization. Risk taking is encouraged and innovation is valued)

Loty Shoes Inc., is a medium-sized shoe-manufacturing company, *using routine technology to achieve its goals of efficiency.* The company hires only specialists in shoe designing to staff its production department. What *form of departmentation* is the company demonstrating? A. Matrix B. Functional C. Involuntary D. Self-contained E. Specialist

B (*Functional*)

Which of the following is true about a *matrix form* of departmentation? A. It is also called the self-contained form of departmentation. B. It maximizes coordination and communication. C. It is rather rigid and slow to respond. D. Specialized functional knowledge has to be developed. E. The departments are staffed by a specialist in an organizational function.

B (*It maximizes coordination and communication*)

Which dimension of national culture is characteristic of having supervisors and employees treated as equals? A. Low individualism B. Low power distance C. High long-term orientation D. High power distance E. High individualism

B (*Low power distance*)

Which of the following generations embraces strong work ethic values? A. Boomers B. Traditionalists C. Baby Busters D. Xers E. Millennials

B (*Traditionalists*)

In an organizational culture, companies often employ the *rites of passage* to: A. build common norms and values. B. learn and internalize the company's norms and values. C. change the company's norms and values. D. motivate commitment to norms and values. E. reinforce the company's norms and values.

B (*learn and internalize the company's norms and values*)

Paola, a corporate trainer, was sent to the Michigan plant as a last-minute replacement to train a batch of new employees on work behaviors. Paola's brother-in-law Ramon, a machinist in the Michigan plant, happened to be part of the batch Paola was to train. On the <rst day of class, before she could realize, Ramon was hugging her infront of the whole class. Paola could not help but frown and said, "Either settle down or leave. I have to teach these people proper work behaviors! I'll talk to you during the break." What factor caused conflict

role factors- potential to conflict when people believe their roles within an org are somehow in conflict or being challenged

_____ is an important way to build leader-member exchange (LMX). A. Coaching B. Contingent reward behavior C. Punishment D. Management-by-exception E. Negative reinforcement

B. Contingent reward behavior

IDEO, a consulting firm, recommends appointing a team member to make sure the team honors brainstorming rules. Which of the following rules is being recommended? A. Lots of ideas at once. Interrupt as needed. B. Defer judgment. Do not dismiss ideas. C. Constantly evaluate ideas. Say, "but..." D. Go for quality. Ten ideas in a two-hour session is good enough. E. Let the conversation go where it will. Do not worry about the original topic.

B. Defer judgment. Do not dismiss ideas.

Steve frequently hears remarks from his subordinates like "That's the way we've always done it," or "I'm not sure. That's not my job." Which transformational leadership behavior will help Steve address this issue? A. Providing individualized support B. Providing intellectual stimulation C. Providing a role model D. Delegating major decisions E. Articulating a vision

B. Providing intellectual stimulation

With respect to leadership practices, R. Seshasayee of Ashok Leyland uses pink notes: A. to terminate employees. B. as recognition tools. C. for group assignments. D. to emphasize quality problems. E. to announce quarterly earnings.

B. as recognition tools.

Managers can often spot bad decision making in others, but they may fail in identifying their own poor decisions. Psychologists refer to this as: A. bounded rationality. B. bias blind spot. C. synthesis. D. persuasive justice. E. satisficing.

B. bias blind spot.

A lack of inspired leadership has probably contributed to: A. sustained competitive advantage. B. failed careers. C. lower employee turnover. D. moderate production rates. E. hierarchical disintegration.

B. failed careers.

The PADIL approach to problem solving includes five major steps. The first step is identified as: A. prepare. B. problem. C. probability. D. process. E. presumption.

B. problem.

Transactional leadership: A. damages the trust relationship in an organization. B. provides a solid foundation for the employee-manager relationship. C. is only appropriate for seasoned, professional employees. D. grows on the foundation of transformational leadership. E. engages the full person of the leader and the follower.

B. provides a solid foundation for the employee-manager relationship.

Chef John Vang is the owner of Chef Vang's. Vang gives his servers and cooks $50 each to dine at any restaurant with cuisine similar to that of Chef Vang's. Employees return with a short written and oral report on what they have learned. This illustrates the transformational leadership behavior of: A. articulating a vision. B. providing intellectual stimulation. C. providing individualized support. D. high-performance expectations. E. providing an appropriate model.

B. providing intellectual stimulation.

In a study, Professor Phil Podsakoff and his colleagues at Indiana University found that the strongest positive correlation existed between transformational leader behaviors and: A. satisfaction. B. trust. C. performance. D. honesty. E. quality.

B. trust.

Tear & Stitch LLC, a company specializing in media and technology, strongly believes in the *existence of dynamism and integration* within the organization. According to Quinn's Competing Values Model, what organizational culture exists in the company? A. Market B. Hierarchy C. Clan D. Tradition E. Adhocracy

C (*Clan*)

Due to the sudden change in the market environment, with the dual focus of technical specialization and faster information processing, Horla & Co., a pioneer in the field of medical supplies, moved from grouping its activities based on its products *to grouping its employees based on its functions.* What form of departmentation has the company adopted? A. Divisional B. Functional C. Matrix D. Specialist E. Involuntary

C (*Matrix*)

_____ refers to the degree to which people accept economic and social differences in wealth, status, and well-being as natural and normal. A. Individualism B. Achievement orientation C. Power distance D. Uncertainty avoidance E. Long-term orientation

C (*Power distance*)

Which of the following is true about a company with the adhocracy culture? A. There is a high value placed on stability and control. B. Increased formalization rules the organization. C. Risk taking is encouraged and innovation is valued in the company. D. The leaders' role mainly consists of organizing, monitoring, measuring, and evaluating the activities of subordinates. E. Most promotions occur from within the organization.

C (*Risk taking is encouraged and innovation is valued in the company*)

Which of the following statements best compares leadership and management? A. Management can be considered as leadership in crisis. B. Effective managers influence people. Leaders only placate people. C. Leaders may not be in a managerial role, but effective managers are almost always effective leaders. D. Leadership is required for organizational success. Management is obsolete in modern organizations. E. Effective leaders work with large groups. Managers work with individuals.

C. Leaders may not be in a managerial role, but effective managers are almost always effective leaders.

Which of the following transformational leader behaviors challenges followers to reexamine assumptions about their work and rethink how it can be performed? A. Communicating high-performance expectations B. Articulating a vision C. Providing intellectual stimulation D. Providing an appropriate model E. Fostering the acceptance of group goals

C. Providing intellectual stimulation

What do scientific reviews of the Great Man theory of leadership indicate? A. Charisma remains the most important contributor to effective leadership. B. Personal traits are not relevant to leadership. C. Traits alone will not guarantee effective leadership. D. There is a strong association between traits and leadership effectiveness. E. Traits are good predictors of leadership effectiveness, rather than leadership emergence.

C. Traits alone will not guarantee effective leadership.

To help parties involved trust a mediator, the mediator should

stay neutral and not pick sides

Which of the following statements compares transactional and transformational leadership best? A. Transformational leadership remains too elusive for most leaders. Transactional leadership has emerged as the only reliable model for the contemporary leader B. Research findings are too contradictory at this point to make any assessment of the relative effectiveness of transactional or transformational leadership C. Transactional leadership is needed first to put a good foundation in place, while transformational leadership is needed to satisfy the higher-level needs of employees. D. Results in differing situations seem to suggest that the older situational leadership model may replace both transactional and transformational leadership. E. Transformational leader behaviors work better than transactional leader behaviors by rousing employees to higher levels of performance and expectation.

C. Transactional leadership is needed first to put a good foundation in place, while transformational leadership is needed to satisfy the higher-level needs of employees.

Superordinate goals: A. are always top-down. B. provide excellent backup plans and fallback positions. C. are achievable only when all group members exert effort. D. require extraordinary efforts from star performers. E. are always bottom-up.

C. are achievable only when all group members exert effort.

Brainwriting sessions can be improved by: A. limiting diversity of participants. B. insisting on literal language, not metaphors. C. assuming a "perfect world." D. not giving feedback. E. no stoppage or reflecting at any time during the session.

C. assuming a "perfect world."

Mental models are ________________________________ that sustain current systems. A. linear learning functions B. traditional bureaucratic processes C. prevailing assumptions, beliefs, and values D. nonlinear learning patterns E. standard needs, goals, and expectations

C. prevailing assumptions, beliefs, and values

R. Seshasayee of Ashok Leyland suggests that good leadership requires three essentials: A. time, personality, and energy. B. attention to detail, energy, and good subordinates. C. setting goals that seem impossible, communication, and example setting. D. communication, adequate resources, and good training. E. having a genetic predisposition, good emotional intelligence, and luck.

C. setting goals that seem impossible, communication, and example setting.

Which of the following is apart of the Thomas Kilmann Conflict?

Compromise...competition, accommodation, avoidance and collaboration

Employee Assistance Plan

Confidential for child care, elderly care, mental health, chemical dependency

Which of the following is an example of conflict caused by environmental factors?

Conicts over trivial problems when work procedures in a company are changed with little notice to the employees. because uncertainty &causes frustration conflict often when employees experience rapid change

Life Insurance

Coverage provides financial protection in the event of your death. The company may provide basic coverage for you. Optional coverage may also be available for you and your dependents.

In organizations, the two kinds of conflicts that generally occur are:

task and relationship

Which of the following is true about an organization advocating the *market culture*? A. There is a strong value placed upon flexibility. B. A high degree of individual development exists. C. Leaders fill the role of a mentor rather than a task master. D. Driven and competitive people thrive in this culture. E. Company spends a great deal of time and effort in developing their next generation leaders.

D (*Driven and competitive people thrive in this culture*)

Which of the following is true of a manager who is diversity aware? A. His/her decisions are based on false assumptions and anecdotal evidence. B. He/she judges traits of a group as positive or negative. C. He/she assumes characteristics thought to be common to a group apply uniformly to every member of that group. D. He/she views cultural differences as neutral. E. He/she ascribes motives for group members' behavior.

D (*He/she views cultural differences as neutral*)

Which of the following characteristics is true about a low long-term orientation? A. Family is the basis of society B. Parents and men have more authority than young people and women C. Strong work ethic D. High creativity, individualism E. High value placed on education and training

D (*High creativity, Individualism*)

H&P Inc., a company supplying hardware components to some of the biggest automobile manufactures worldwide, is geared toward *competing in its market segments*. The senior managers, therefore, *use strict measures of performance to control subordinate behavior*. According to Quinn's Competing Values Model, what organizational culture exists in the company? A. Adhocracy B. Clan C. Hierarchy D. Market E. Traditional

D (*Market*) (In a market culture, there is high value placed on control and stability with a focus outside of the organization. This outside focus means that the company is directed toward competing in their market segments and the leadership of these companies tends to use strict measures of performance to control subordinate behavior.)

Which generation places more value on global awareness and heroism? A. Traditionalists B. Busters C. Xers D. Millennials E. Boomers

D (*Millennials*)

Which of the following generations focuses on loyalty not to the company but to relationship with others? A. Boomers B. Traditionalists C. Generation Y D. Xers E. Millennials

D (*Xers*) (The Xers were born during the mid-1960s through about 1980 and grew up in an era that saw a large increase in nontraditional families. They watched as their parents underwent the downsizing of the 1980s and developed a new sense of values about the world of work, which included some cynicism toward organizations, a focus on work-life balance, flexibility, and loyalty not to the company but to relationships with others.)

As part of its culture preservation drive, Lorn Inc., an event management firm, selects and rewards an 'Employee of the Year' during its annual performance appraisal with a view *to motivating its employees' commitment to the company's norms and values.* This is an example of the company following the rites of: A. internalization. B. passage. C. degradation. D. enhancement. E. integration.

D (*enhancement*) (*Rites of enhancement* is to motivate commitment to norms and values.)

Which of the following is true about a divisional form of organization? A. It groups people by function for a specific project or line of business. B. It lessens work involvement. C. It promotes skill specialization. D. It promotes delegation of authority and responsibility. E. It is used in small- to medium-sized organizations.

D (*it promotes delegation of authority and responsibility*)

How can a leader know if he has successfully communicated high-performance expectations? A. Subordinates are happy with comfortable goals. B. The organization recognizes and acknowledges a series of the leader's quick wins. C. The leader sets high performance expectations for his workers and communicates those expectations clearly and often. D. As a result of the leader's actions, people around him set high performance expectations. E. Peers are jealous, and seem ill at ease around him.

D. As a result of the leader's actions, people around him set high performance expectations.

According to Vroom and Yetton, which of the following approaches to problem-solving is most manager-driven? A. Facilitate B. Delegate C. Order D. Decide E. Challenge

D. Decide

Which of the following is a common leadership myth? A. Leadership can be taught. B. Leadership can be learned. C. Leadership failure is due to exhibiting toxic behaviors. D. Leadership exists only at the top. E. Not all leaders are charismatic.

D. Leadership exists only at the top.

In laboratory experiments, Scott Allison and Dafna Eylon presented study participants with a written description of a man named Erik Sullivan. After providing a list of impressive accomplishments relating to Erik's role in building a successful company, the researchers manipulated one important piece of information and had half of the people respond to each story. What did the researchers change in the Erik Sullivan case to improve people's impressions of Sullivan? A. They reported Sullivan's age as 20 years younger. B. They reported on Erica, not Erik. C. They reported Sullivan as significantly overweight. D. They reported that Sullivan was deceased. E. They said Sullivan was more honest.

D. They reported that Sullivan was deceased.

With regard to contingent reward behavior in action, the way Shamu (the world's most famous killer whale) and fellow killer whales are actually trained to jump over a rope is most like: A. providing videos of extreme ski stunts for students on a beginner slope. B. sounding a loud buzzer whenever a bank teller makes a mistake. C. rewarding the girl scout who sells the most cookies with a trip to Disneyland. D. raising both sales goals and associated commissions for a salesgirl. E. grading final exams on a curve.

D. raising both sales goals and associated commissions for a salesgirl.

According to leadership authors Jim Kouzes and Barry Posner, the key elements of transformational leadership behavior of "providing an appropriate model" are: A. search and speak. B. try and explain. C. idolize and realize. D. say and do. E. demand and command.

D. say and do.

The foundation of great leadership is built on: A. emotional intelligence and attention to detail. B. integrity and determination. C. charisma and intelligence. D. task and relationship behaviors. E. supportive and encouraging behaviors.

D. task and relationship behaviors.

According to a study by Professor Phil Podsakoff and his colleagues at Indiana University, positive correlations exist between transformational leadership behaviors and: A. performance, quality, and attendance. B. ambition, trust, and communication. C. satisfaction, turnover, and integrity. D. trust, satisfaction, and performance. E. satisfaction, workgroup cohesion, and attendance.

D. trust, satisfaction, and performance.

Negotiating a Salary 4

Depends on several elements: Type of position sought (concession, facility management, minor league baseball, NFL) Geographical area where the position is sought. What leverage you have.

_____ work values tend to focus on quality of life and nonconformance. A. Traditionalists' B. Busters' C. Xers' D. Millennials' E. Boomers'

E (*Boomers*)

Which of the following is true about the rites of integration? It serves to: A. reinforce the company's norms and values. B. help employees learn and internalize the company's norms and values. C. motivate commitment to norms and values. D. change the company's norms and values. E. build common norms and values amongst the employees.

E (*Build common norms and values amongst the employees*)

The goals of Secure LLC., a company offering secure wireless installations, are 8product specialization and innovation.* The functions of the company are grouped on the basis of the products it offers to its customers. Which of the following organizational forms has been adopted by the company? A. Matrix B. Involuntary C. Functional D. Specialist E. Divisional

E (*Divisional*)

According to research conducted, choice of conict management style is based most often on:

the dominate conflict management style of the person

Which of the following is true about stereotyping? A. It is based on differences verified by empirical research on actual intergroup differences. B. It allows for individual differences. C. It assumes a higher probability that members of a group share the traits of the group. D. It views cultural differences as neutral. E. It ascribes motives for group members' behavior.

E (*It ascribes motives for group members' behavior*) (Stereotyping is characterized by: Frequently being based on false assumptions and anecdotal evidence or even impressions, without any direct experience with a group, judging traits of a group as positive or negative or ascribing motives for group members' behavior, and assuming characteristics thought to be common to a group apply uniformly to every member of that group.)

Which dimension of national culture is characteristic of informal business attitude? A. High power distance B. Low masculinity C. High long-term orientation D. Low individualism E. Low uncertainty avoidance

E (*Low uncertainty avoidance*) (*Low uncertainty avoidance* is characterized by: Informal business attitude, concerned with long-term strategy rather than what is happening on a daily basis, and accepting of change and risk)

_____ are the first generation to be truly surrounded by technology and a media-driven world. A. Boomers B. Traditionalists C. Busters D. Xers E. Millennials

E (*Millennials*)

From a skills perspective, which of the following serves as a key point for managers while negotiations and mediating conflict

there is a significant body of evidence regarding different styles of conflict resolution

Research shows that people in conict with a boss are least likely to:

try to convince

Which of the following is true about a company with the clan culture? A. The leadership role primarily consists of organizing, monitoring, measuring, and evaluating the activities of the subordinates. B. High value is placed on stability with a focus outside of the organization. C. Employee performance is the most important factor for promotion. D. Driven and competitive people thrive in this culture. E. Major number of promotions occurs from within the company.

E (*major number of promotions occur from within the company*) (In a clan culture, a strong value is placed upon flexibility and an internal focus of the organization. These places tend to be friendly to work with a high degree of individual development. Leaders play developmental roles and are more likely to fill the role of a mentor or a coach rather than a task master. Most promotion occurs from within the organization because a great deal of time and effort are spent in developing the next generation of leaders. Long tenures are relatively typical, and organizational commitment and loyalty are high.)

_____, a transactional leadership behavior, consistently results in positive consequences in employee attitudes, such as job satisfaction, and employee behaviors, such as job performance. A. Coaching B. Listening C. Punishment D. Management-by-exception E. Contingent reward

E. Contingent reward

Francesca Bailey, a hospital administrator, needs to tell the facilities manager what color to paint the break room. The color does not really matter to anyone; staff will use the room no matter what color is used. What should Francesca do? A. Facilitate B. Delegate C. Consult individual D. Consult group E. Decide

E. Decide

According to recent research, which of the following activities has the least impact on leadership development success? A. 360-degree feedback B. Exposure to senior executives C. External coaching D. Cross-functional rotations E. Global rotations

E. Global rotations

Robert supervised five construction workers on a renovation project. He returned from a break to find two of them swinging a third worker out of the 85th floor window area on a pulley and rope. Robert yelled, "Get back to work!" Evaluate Robert's transactional leadership behavior. A. There are no leadership behaviors in this example. B. Robert did a good job of supplying contingent rewards when he did not fire the workers for the rope swinging. C. Robert did a poor job of supplying contingent rewards when he did not let the workers continue with their fun. D. Robert did a good job of providing management-by-exception when he simply told the workers to get back to work. E. Robert did a poor job of providing management-by-exception when his reaction failed to convey the inherent danger in the situation.

E. Robert did a poor job of providing management-by-exception when his reaction failed to convey the inherent danger in the situation.

The visual of a(n) __________ is helpful in illustrating the systems approach to problem solving. A. capuchin monkey B. onion C. airplane D. bucket E. iceberg

E. iceberg

Less than 1 percent of a group of high students ranked their ability to get along with others below average. This statement is an example of the _______________ type of judgment error. A. availability B. representativeness C. anchoring and adjustment D. confirmation E. overconfidence

E. overconfidence

role factors contribute to conflict when people have different images or interpretations of the same thing

F- role factors have the potential to contribute to conflict when people believe their roles within an org are somehow in conflict or that the turf associated with their position is being challenged

Competition is the best conflict management style

F- there is not a good/bad one just depends on the situation

Win-win negotiations are characterized by a focus on differences, rather than common interests

F- win-win are focused on cooperative problem solving

A company that values inclusiveness has fewer talented workers to choose from. True or False

FALSE

According to research conducted, *clans* enjoyed superior performance when the industry was engaged in more dynamic competition and where barriers to entry were low. True or False

FALSE

Conflict is always a destructive force in a work environment

FALSE

Person-Organization fit represents a shared way of being, acting, and interpreting life in the company. True or False

FALSE (*Person-organizaion fit* represents the extent to which a person's values, personality, and work needs are aligned with an organizations culture.)

In a very *strong culture*, there is a great deal of variance in the way people think and behave within the organization. True or False

FALSE (*Weak cultures* have a great deal of variance)

Managers wear yellow hard hats in plants, while workers wear white to communicate status. True or False

FALSE (Mangers wear white hard hats in plants, while workers wear yellow, or managers wear ties, and employees are in company uniforms to communicate status.)

The best *inclusiveness strategy* is to be blind to all differences. True or False

FALSE (The objective reality is that *people do differ in many meaningful ways* and the goal should be to *recognize and effectively utilize those differences*, rather than engage in a futile attempt to dismiss or ignore them.)

Aggressiveness is the degree to which organizational activities emphasize maintaining the status quo in contrast to growth. True or False

FALSE (*Aggressiveness* is the degree to which people are aggressive and competitive rather than easygoing.)

Xers place more value on global awareness, heroism, and goal achievement. True or False

FALSE (*Millennials* place more value on global awareness, heroism, and goal achievement.)

*Organizational culture* can best be defined as the work roles and authority relationships in an organization. True or False

FALSE (*Organizational culture* represents a shared way of being, acting, and interpreting life in the company. *Organizational structure* can best be defined as the work roles and authority relationships in an organization.)

*Organizational structure* represents a shared way of being, acting, and interpreting life in the company. True or False

FALSE (*Organizational structure* can be best defined as the work roles and authority relationships in an organization.)

The heights of an organization is the number of people that report directly to a single manager. True or False

FALSE (*Span of control* is the number of people that report directly to a single manager.)

According to *Quinn's Competing Values Model*, a company that places strong value upon *flexibility and internal focus* of the organization has a hierarchical culture. True or False

FALSE (A company that places strong value open flexibility and internal focus of the organization has a *clan culture*.)

In a product form of organization, activities are grouped on the basis of a specific project, product, or line of business. True or False

FALSE (In a *product form of organization*, activites are grouped on the basis of products, services, customers, or geography.)

A matrix form of *departmentation* minimizes coordination and communication. True or False

FALSE (It *maximizes* coordination and communication.)

The purpose behind the *rites of passage* is to motivate commitment to company's norms and values. True or False

FALSE (The purpose behind the *rites of passage* is to learn and internalize the norms and values of the organization.)

The *elements of culture* that are unseen and not identified or realized in everyday interactions between organizational members are called values. True or False

FALSE (Underlying *ASSUMPTIONS* are the elements of an organizational culture that are unseen and not identified or realized in everyday interactions between organizational members.)

In a low masculine culture, there exists a well-defined distinction between men's work and women's work. True or False

FALSE (*Low masculinity* is characterized by equality between the sexes.)

To communicate status in an organization, managers have cubicles, executives have offices, and others have corner offices. True or False

FALSE (To *communicate status*, executives have corner offices, managers have offices, and the rest have cubicles.)

A disciplined protocol is counterproductive to idea generations from brainstorming sessions

False

Patterns are the prevailing assumptions, beliefs, and values that sustain current systems

False

Research shows high performance standards usually stifle the creativity of problem solvers by putting undue pressure on them.

False

The essence of the fundamental attribution error is people tend to overattribute behavior to external rather than internal causes.

False

The first step in any good problem-solving process is to assess the various possible solutions.

False

With most problems, potential causes and solutions are limited.

False

Negotiating a Salary Cont

First time they ask how much you'll take, say the following: I am much more interested in doing the work here at the company than I am in the size of the initial offer. Memorize this response.

Most Entry-Level Positions

Have set salaries that are subject to very little if any negotiation.

What Are You Worth?

If you are a recent grad without industry experience, employers expect to pay you in the 0-3 year range or the 25th percentile of the salary range for the job. So for a job that pays $35,000 to $45,000, expect to be offered in a salary in the 25th percentile ($35,000 and $37,000). If you can convince them that you have superior education or abilities beyond your experience, you may be able to negotiate a higher salary, but expect that the company typically try to stay near its pre-determined range for your experience level.

Win/Win

In a win-win salary negotiation, employer and employee leave satisfied so learn to negotiate well. It can help you land a job at the salary that you want!

Disability Plan

In case the employee becomes ill or injured, the Disability program provides replacement income to protect from financial hardship if employee is unable to work.

Negotiation Model

Investigate Presentation Bargaining Agreement

60%

Leave room for negotiations in first offer