MGMT 371 Exam 3

A task is considered complex when: a. it involves a lot of uncertainty about possible outcomes. b. additional information is not needed to understand the task. c. standardized procedures are present to conduct the task. d. there are no subtasks that require a range of skills and knowledge.

A

Adam, a team lead, while assessing the performance of his team members, came to know that their performance is deteriorating day-by-day. In order to motivate them, Adam adopted the four-drive theory of motivation and differentiated good performers from average and poor performers. Moreover, he designed the reward system such that it was tied clearly to performance. From this scenario, it can be inferred that Adam tried to fulfill the employees' drive to: a. acquire. b. bond. c. comprehend. d. defend.

A

Conflict de-escalation occurs when: a. individuals who are in conflict perceive a common enemy. b. one person's negative behaviors encourage another person's negative behaviors. c. the teams are diverse or there is a history of antagonism among individuals. d. one party perceives the other as the enemy.

A

Edwin, a top manager in a bureaucratic organization, often engages in persuading employees while making decisions and focuses more on his team and provides extra coaching to employees. He also maintains a good reputation both inside and outside the organization. Based on McClelland's acquired needs theory, it can be inferred that Edwin is an example of _____. a. a socialized power-oriented manager b. an affiliation oriented manager c. an achievement oriented manager d. a relations-oriented manager

A

Groupthink refers to: a. extreme consensus during a decision-making process. b. a group's disagreement over work-related issues and ideas. c. the cognitive conflicts that occur between two or more groups. d. the contradicting thought processes that exist between groups.

A

John and Joseph are the finance executives in an organization. They are presently working on a project together. John is task-oriented and he works hard to complete the project on time. However, Joseph takes his own time and tends to ignore the project deadline. As a result, John has a conflict with Joseph and warns him that he'll complain about him to the head. This scenario is an example of _____ conflict. a. cognitive b. role c. affective d. intergroup

A

Of the three variables of expectancy theory, valence includes: a. the evaluation of whether the available outcomes are attractive to the employee. b. the evaluation of whether putting in effort will lead to commensurate performance. c. the evaluation of whether poor effort will lead to limited performance and rewards. d. the evaluation of whether successful performance will lead to a desired reward.

A

The acronym ERG in Alderfer's theory of motivation refers to: a. existence, relatedness, and growth. b. empowerment, reliance, and greatness. c. engagement, responsibility, and governance. d. employment, recognition, and gain.

A

The study of the incentives and needs that motivate people to perform in a certain way are called _____ theories of motivation. a. content b. path-goal c. reinforcement d. process

A

Which of the following is a characteristic of an integrative negotiation? a. Creating value for both negotiators b. Lack of interpersonal trust c. What one wins, the other loses d. Focus on single issue

A

Which of the following statements about the goal-setting theory is true? a. Tight deadlines for goal completion lead to a more rapid work pace. b. Difficult goals often tend to direct attention toward goal-irrelevant activities. c. Difficult goals generally lead to lesser effort, persistency, and focus. d. Easily achievable goals are the significant motivators of performance.

A

Which of the following statements best describes the theory of operant conditioning? a. Both positive and negative reinforcement increase behavior while punishment and extinction decrease behavior b. People will compare their circumstances with those of similar others and that this behavior motivates them to seek fairness in the way they are rewarded for performance c. Individuals have multiple needs that must be fulfilled in a specific hierarchical order to ensure the greatest level of satisfaction d. Employees expect that high effort should lead to good performance and that good performance, in turn, should lead to reward

A

Which of the following statements is true of managing geographically distributed teams? a. Managers should be skilled at managing a collocated team first. b. Managers needn't deal with conflicts as they do not occur in geographically distributed teams. c. Managers should not disclose team members' background information. d. Managers seldom set guidelines as there are no timelines for virtual teams.

A

Which of the following statements is true of the bargaining zone framework? a. The reservation point is the number below or above which the negotiator would prefer. b. In a positive bargaining zone there is no settlement that will be acceptable to both parties. c. The bargaining zone framework is a unique characteristic of integrative negotiations. d. In a negative bargaining zone, negotiators' acceptable positions overlap.

A

Which of the following teams is the best example of a team in the norming stage of development? a. A team with members sharing their personal opinion with others and group members being more open to one another's ideas and suggestions b. A team with members arguing with each other due to interpersonal issues arising from differences in the perspectives of each team member c. A team that has completed its task and dispersed, with some members feeling sad at the separation from the team on which they have been so dependent d. A team that comes together and team members get to know about their tasks and responsibilities, and each of their team member's competencies

A

_____ refers to the extent to which individuals engage in the process of generating solutions and articulating their opinions and perspectives. a. Participation b. Conformity c. Influence d. Social loafing

A

1. An emotional response that occurs when interests, perspectives, and behaviors of one individual or group explicitly differ from those of another individual or group is called _____. a. framing b. conflict c. satisficing d. negotiation

B

9. Which of the following statements about affective and cognitive conflicts is true? a. Affective conflicts tend to have a positive influence on the team. b. Tasks that are very complex tend to lead to cognitive conflict. c. In affective conflict situations the focus is on the task at hand. d. In most cases, cognitive conflicts are extremely destructive.

B

According to Douglas McGregor, managers who conform to Theory Y: a. use fear, intimidation, and threats of punishment to drive motivation. b. focus on participatory rather than command-and-control styles of leadership. c. tend to believe that employees are principally motivated by extrinsic rewards. d. believe that employees inherently dislike work and need to be constantly monitored.

B

As a response to conflict, avoidance must be used when: a. faced with a crisis. b. the issue is trivial. c. a temporary solution is needed. d. an issue is more important to the other party.

B

Conflict escalation occurs when: a. the teams are not diverse or there is no history of antagonism among individuals. b. one person's negative behaviors encourage another person's negative behaviors. c. individuals who are in conflict perceive a common enemy. d. time elapses and the conflict is reduced or eliminated.

B

Kevin is leading a team whose members came together and got to know about their tasks and responsibilities, and got an idea about each of their team member's competencies.Which of the following should Kevin typically do during this stage of team development? a. Disband team b. Provide resources c. Manage feelings of sadness d. Help the team evaluate work

B

Maria and Jose have worked together in the same office in the same position for quite some time. They have similar educational backgrounds and have been in the job for about the same period of time. Maria works extremely hard and often notices that Jose is taking long breaks and not putting in the same effort as she is. Thus, when she learns that Jose is paid $8000, more than what she earns, she gets very upset and decides to reduce her effort and take long breaks as well. Which of the following theories explains this behavior? a. Expectancy theory b. Equity theory c. ERG theory d. Goal-setting theory

B

The _____ theory, proposed by Abraham Maslow, states that individuals have multiple needs that must be fulfilled in a specific order to ensure the greatest level of satisfaction. a. acquired needs b. hierarchy of needs c. four-drive d. two-factor

B

The factor that differentiates work groups from teams is that work groups: a. possess the authority to manage their own work processes. b. involve individual accountability and clearly defined leadership. c. involve individuals working together to achieve a common goal. d. are preferred when the task is complex and sophisticated.

B

The management in an organization wanted to reduce employee turnover by increasing their job satisfaction. Therefore, they provided employees with a safe work environment and a sense of job security. However, the turnover rate did not decrease even after implementing these changes. During exit interviews, the employees complained that they do not have any opportunities for achievement and personal recognition. From this scenario, according to Herzberg's theory, it can be understood that: a. hygiene factors are lacking in the organization. b. the organization falls short of motivators. c. all employees are self-actualized individuals. d. the employees' higher-order needs are met.

B

The realistic conflict theory proposes that: a. conflict can escalate when disagreements become personal. b. limited resources will lead to conflict between groups. c. intergroup conflict emerges when the other group is viewed as the enemy. d. group members of an in-group will seek to find negative aspects of an out-group.

B

Tom, the head of human resources in an organization, is working on an important project for which he develops a team of five middle level managers one from each department-finance, IT, marketing, logistics, and the manufacturing department. The five managers will be reporting to Tom, who heads the team, and will coordinate among themselves to complete the project on time. This scenario shows that: a. the managers belong to a functional team. b. Tom has formed a horizontal team. c. Tom has formed a geographically distributed team. d. the managers belong to a self-directed team.

B

Which of the following in an intrinsic reward? a. Recognition b. Interesting task c. Employee benefits d. Incentives

B

Which of the following is a characteristic of an organization's climate with high employee engagement? a. Negative reinforcement b. Training and development c. High power distance d. Centralized decision making

B

Which of the following is one of the main components of a team process? a. Dominating discussions b. Constructive conflict c. Increased conformity d. Blocking behaviors

B

Which of the following is the best example of a team in the storming stage of development? a. A team that has completed its task and dispersed, with some members feeling sad at the separation from the team on which they have been so dependent b. A team with members arguing with each other due to interpersonal issues arising from differences in the perspectives of each team member c. A team with members sharing their personal opinion with others and group members being more open to one another's ideas and suggestions d. A team that comes together and team members get to know about their tasks and responsibilities, and each of their team member's competencies

B

Which of the following is the best example of a vertical team? a. Jane, Jack, and Maria, as members of a team, have the authority and responsibility to make decisions and to participate in processes that help the team succeed. b. Kevin, a manager in the marketing department, had Jim and Jake, team members from the same department, reporting to him on the progress of an ongoing project. c. Sam, Ben, and Nick are team members working from three different locations on the same project, relying mainly on telephone calls and e-mails to interact with each other. d. Mike, the project manager, developed a team of middle managers from the marketing, finance, and production departments to work on a project together.

B

Which of the following statements about negotiating across cultures is true? a. In high-context cultures information is explicit and meaning is clear. b. People in low-context cultures prefer to communicate directly. c. People in hierarchical cultures are more comfortable with confrontation. d. Individualistic cultures support collective interests above individual rights.

B

Which of the following statements is true of distributive negotiation? a. Both parties expect to benefit by building a long-term relationship. b. In these negotiations, what one person wins, the other person loses. c. Each party makes trade-offs in an effort to create more value for each negotiator. d. Distributive negotiations focus on multiple issues.

B

Which of the following theories focuses on the process of using rewards or punishments to induce behaviors? a. Equity theory b. Reinforcement theory c. Acquired needs theory d. Expectancy theory

B

Which of the following theories is a variant on Maslow's hierarchy theory that involves three instead of five levels? a. Expectancy theory b. Alderfer's ERG theory c. Goal-setting theory d. McClelland's acquired needs theory

B

Which of the following theories proposes that group members of an in-group will seek to find negative aspects of an out-group to enhance their self-image? a. Traits-based theory b. Social identity theory c. Great man theory d. Realistic conflict theory

B

_____ teams are composed of a manager and his or her subordinates in the formal chain of command, usually in one functional department. a. Collocated b. Vertical c. Cross-functional d. Self-directed

B

3. Which of the following situations is the best example of an interpersonal conflict? a. An organization's marketing team had a conflict with the production team due to the delay in the arrival of finished products. b. The employees in an organization had a conflict with their employer for not improving their work environment which is highly hazardous and unhygienic. c. Jane and Jack, executives of a firm's finance department, had a conflict with their teammate, John, who failed to submit an important report on time. d. A cosmetics manufacturing company had a conflict with its competitor, when they made false negative statements about the company's products.

C

A(n) _____ is defined as a group of two or more people with complementary skills who are committed to working together to achieve a specific objective. a. unit b. system c. team d. silo

C

According to Herzberg's two-factor theory, hygiene factors: a. correspond to Maslow's hierarchical needs for esteem and self-actualization. b. are the higher-order needs that motivate people to perform better in their work. c. are potential dissatisfiers that, when fulfilled, do not cause people to become satisfied. d. are the direct consequences of doing the job and are the primary cause of satisfaction.

C

As a response to conflict, accommodating involves: a. avoiding conflict because disagreements are perceived to create tension. b. solving a problem together because the positions of both individuals involved are perceived as equally important. c. trying not to upset the other person because maintaining a harmonious relationship is a top priority. d. reaching an agreement quickly because prolonged conflicts can distract people from their work and cause bitter feelings.

C

The extent to which group members need to work with and rely on each other to produce the collective work of the group is referred to as _____. a. task complexity b. individual accountability c. task interdependence d. conformity

C

The process by which a negotiator attempts to gain benefits or concessions for his or her position is called _____. a. create value b. integrated negotiation c. claim value d. de-escalation

C

To fulfill employees' drive to defend, managers should: a. provide competitive salary and benefits. b. value collaboration and teamwork. c. increase transparency of all processes. d. design jobs that have distinct roles in the organization.

C

Which of the following best describes collocated teams? a. Teams composed of employees from about the same hierarchical level but from several different departments in the organization b. Teams composed of a manager and his or her subordinates in the formal chain of command c. Teams that use a significant amount of face-to-face communication to make operating decisions d. Teams that determine their own objectives and the methods by which to achieve them

C

Which of the following is a characteristic of teams? a. They deal with simple tasks b. Members work independently on tasks c. They have clear task objectives d. There is no specific timeline for task completion

C

Which of the following is a symptom of groupthink? a. Underestimation of the group's opinion b. Open-mindedness c. Pressures toward uniformity d. High interpersonal conflicts

C

Which of the following is one of the three needs of McClelland's acquired needs theory? a. Need for motivation b. Need for challenge c. Need for power d. Need for safety

C

Which of the following is the best example of a geographically distributed team? a. Jane, Jack, and Maria, team members with different cultural backgrounds, are responsible for contributing information to a project based on cultural diversity. b. Mike, a project manager, developed a team of middle managers from the marketing, finance, and production department to work on a project together. c. Sam, Ben, and Nick are team members working from three different locations on the same project, relying mainly on telephone calls and e-mails to interact with each other. d. Tom, a manager in the marketing department, had Jim and Jake, project members who came from another country, reporting to him on the progress of an ongoing project.

C

Which of the following is the final step involved in diagnosing disagreement? a. Identifying the factors that may underlie the disagreement b. Determining whether both parties had access to the same information c. Identifying the state to which the disagreement has evolved d. Determining the nature of the difference among the people involved

C

Which of the following is the first step involved in an effective negotiation process? a. Evaluating the zone of possible agreement b. Assessing the other party's best alternative to a negotiated agreement c. Assessing one's best alternative to a negotiated agreement d. Calculating the other party's reservation value

C

Which of the following questions should be addressed first while diagnosing a disagreement? a. Do both parties have access to the same information? b. Is conflict simply anticipated, or has it escalated to full-blown tension? c. Is the disagreement related to facts, goals, methods, or values? d. Do both parties perceive the information in the same way?

C

Which of the following should a team lead in the adjourning stage of team development do? a. Set task goals b. Reduce blocking behaviors c. Manage feelings of sadness d. Help teams establish explicit ground rules

C

Which of the following statements about Maslow's hierarchy of needs theory is true? a. Job security and fringe benefits are considered belongingness needs in organizations. b. Most people can easily arrive at the level of self-actualization. c. Lower-order needs must be satisfied before higher-order needs can be addressed. d. The second level in Maslow's hierarchy encompasses physiological needs.

C

Which of the following statements about extrinsic and intrinsic rewards is true? a. Intrinsic rewards are specific, tangible, and easy to compare. b. Extrinsic rewards include interesting and challenging work. c. Intrinsic rewards generally provide personal satisfaction. d. Extrinsic rewards are based on individuals' conception of their worth.

C

Which of the following statements about teams and workgroups is true? a. All teams may not be a work group, but all work groups are necessarily teams. b. Unlike teams, work groups are not effective at achieving a group's goals. c. Teams are better than work groups when the task is complex and sophisticated. d. Teams tend to have a clearer structure than workgroups.

C

Which of the following statements about the reinforcement theory is true? a. Negative reinforcements tend to decrease certain behaviors. b. Successful organizations generally build employee engagement by focusing on punishment. c. Ceasing to reward the behavior that was previously rewarded causes extinction. d. Positive reinforcement involves removing an aversive condition in response to a desired behavior.

C

Which of the following statements is true of the roles of effective team leaders? a. They focus more on member needs than the team's goals. b. They rarely share information from external sources. c. They tend to manage agreement and disagreement. d. They seldom use commonality and reciprocity.

C

_____ refers to the desire, stimulus, or incentive to pursue a particular course of action. a. Participation b. Influence c. Motivation d. Reinforcement

C

2. Which of the following statements best describes negotiation? a. A cognitive response that occurs when interests and behaviors of one individual explicitly differs from that of another individual b. An increase in conflict that occurs when one person's negative behaviors encourage or foster another person's negative behaviors c. A situation that is characterized by uncertainty and risk and where the optimal decision is not clear or obvious d. A process by which two parties attempt to reach agreement on an issue by offering and reviewing various courses of action

D

According to Douglas McGregor, managers who conform to Theory X: a. believe that employees are not slackers, but are motivated to do their best and to work to their potential. b. are more inclined to focus on participatory rather than command-and-control styles of leadership. c. seek consensus and try to create an open atmosphere where employees are free to experiment and innovate. d. tend to believe that employees are principally motivated by extrinsic rewards, especially compensation.

D

For teams to be considered effective: a. they must follow a set of standard rules and procedures. b. they must enhance the ability of other teams. c. they must enable team members to work independently. d. they must satisfy team members.

D

Jane is Maria's colleague and they often tend to argue with each other over minor issues. Both belong to the same team and Jane often insults Maria by passing rude comments for no reason and Maria in turn threatens Jane. This scenario is the best example of an _____ conflict. a. cognitive b. intergroup c. task-related d. affective

D

The boundary manager determines: a. whether the team's leader has the ability to effectively manage the team. b. the size and composition of a team to make sure it efficiently reaches its goals. c. the roles and task responsibilities of each team member during the forming stage. d. how a team works with others who have an interest in the team's performance.

D

Theories that explain why people behave in ways to satisfy their needs and how they evaluate their overall level of satisfaction after they have attempted to fulfill their needs are called _____ theories of motivation. a. social identity b. content c. reinforcement d. process

D

Which of the following is an extrinsic reward? a. Autonomy b. Challenging task c. Self-direction d. Job security

D

Which of the following is the best example of a self-directed team? a. Mike, the project head, developed a team of middle managers from the marketing, finance, and production departments to work on a project together. b. Tom, a manager in the marketing department, had Jim and Jake, team members from the same department, reporting to him on the progress of an ongoing project. c. Sam, Ben, and Nick are team members working from three different locations on the same project, reporting to their project manager through telephone calls and e-mails. d. Jane, Jack, and Maria, as members of a team, have the authority and responsibility to make decisions and to participate in processes that help the team succeed.

D

Which of the following responses to conflict must be adopted when a person is faced with a crisis situation? a. Avoidance b. Accommodating c. Compromising d. Forcing

D

Which of the following situations is the best example of an intergroup conflict? a. Sam tends to argue a lot with his colleague Tom over minor issues and at an extreme situation both started attacking each other physically and were suspended for a weak. b. The employees in an organization had a conflict with their employer for not improving their work environment which is highly hazardous and unhygienic. c. Jane and Jack, executives of a firm's finance department, had a conflict with their teammate, John, who failed to submit an important report on time. d. An organization's marketing team had a conflict with the production team due to the delay in the arrival of finished products.

D

Which of the following statements about team size is true? a. The optimal size of a team ranges from 20-30. b. It is generally better to have too many than too few members. c. As the size of a team increases beyond 20 members, the tendency to collaborate increases. d. Team size should reflect the nature of the task.

D

Which of the following statements is true of agreements that create value? a. They involve a distributive negotiation process. b. They weaken the relationship between negotiators. c. They involve bargaining over interests. d. They often result in higher-quality agreements.

D

Which of the following statements is true of diverse teams? a. Diverse team members generally lack complementary information and expertise. b. Collocated teams tend to be more diverse than geographically distributed teams. c. Dysfunctional conflicts are less likely to be experienced by diverse teams. d. Diverse team members tend to produce more creative and innovative solutions.

D

Which of the following statements is true of team composition? a. All members should necessarily agree on how a problem has to be solved. b. Team members should not be open to new ideas as they might cause confusion. c. It is not necessary for teams to be composed of members with a common purpose. d. Effective teams include members with technical and interpersonal skills.

D

According to Maslow, the two higher-order needs include the physiological and belongingness needs. T or F

F

As the size of a team increases beyond 20 members, the tendency to collaborate increases as coordination activities increase. T or F

F

Claim value is the process of expanding the opportunities or issues that can be evaluated in a negotiation. T or F

F

Conflict de-escalation occurs when one person's negative behaviors encourage another person's negative behaviors. T or F

F

In contrast to intrinsic motivation, extrinsic motivation is derived from aspects of "doing the job." T or F

F

In many cases, interpersonal conflict arises when there is competition among groups over scarce resources. T or F

F

In the forming stage of team development, team members experience conflicts about interpersonal issues. T or F

F

Individuals who are motivated by personalized power like to make an impact on and influence others. T or F

F

It is not necessary for effective teams to satisfy their team members. T or F

F

Social identification is an attempt to define the norms of the in-group in a way that favors the in-group at the expense of the out-group. T or F

F

The first step in preparing to negotiate is to assess the other party's best alternative to a negotiated agreement. T or F

F

Vertical teams are composed of employees from about the same hierarchical level but from several different departments in the organization. T or F

F

Work groups are better than teams when the task is complex and sophisticated. T or F

F

According to Herzberg, fulfilling potential dissatisfiers causes people to become less dissatisfied. T or F

T

An arbitrator is an individual who listens to both sides of a disagreement and makes a final decision based on the arguments. T or F

T

Collaborating is an appropriate response to conflict when both parties' views are too important to abandon. T or F

T

Conformity occurs when people behave in line with a group's expectations and beliefs. T or F

T

Egalitarianism versus hierarchy distinguishes between hierarchical cultures that emphasize differentiated social status from egalitarian cultures that do not. T or F

T

In a distributive negotiation, the terms that need to be negotiated are experienced as limits by both parties. T or F

T

Social loafing occurs when team members fail to contribute to the team's recommendations by disengaging from the team process. T or F

T

Tasks that are very complex are more likely to lead to cognitive conflict than tasks that are relatively simple. T or F

T

Teams that include members whose primary language is different face more challenges. T or F

T

Teams that include members with divergent agendas often struggle to come together to accomplish their assigned task. T or F

T

The success of diverse teams increases when their members possess a shared understanding of each other's strengths and limitations. T or F

T

Unlike Maslow, Alderfer believed that individuals could pursue multiple needs at once. T or F

T