MGMT Chapter 12, MGMT Chapter 13, MGMT Chapter 14

Which of the following is a contingency approach to leadership? A. Michigan model B. Path-goal leadership model C. Servant leadership model D. Ohio State model E. Leader-member exchange model

path-goal leadership model (B)

Erica teaches fourth grade at a local elementary school. She significantly increased her salary by earning a master's degree in education. This is an example of A. pay for performance. B. pay for knowledge. C. a bonus. D. profit sharing. E. gainsharing.

pay for knowledge (B)

Gabe has a summer job hand-dying shirts that will be sold on the boardwalk. He is paid $3.50 per shirt. This is an example of a ______ compensation plan. A. pay-for-performance B. pay-for-knowledge C. bonus D. profit-sharing E. gainsharing

pay-for-performance (A)

A sales commission is an example of a ______ compensation plan. A. pay-for-knowledge B. profit-sharing C. pay-for-performance D. gainsharing E. Scanlon

pay-for-performance (C)

When Nielle saw Laura in the stockroom stuffing her purse with expensive printer cartridges, Laura was quick to say, "We've been friends since first grade, so I'm sure you won't say anything about this." This is an example of using a(n) A. personal appeal. B. legitimating tactic. C. pressure tactic. D. coalition tactic. E. exchange tactic.

personal appeal (A)

Maslow's levels of needs, in order from lowest (most basic) to highest level, are A. self-actualization, esteem, love, safety, and physiological. B. safety, love, esteem, self-actualization, and physiological. C. physiological, safety, self-actualization, esteem, and love. D. physiological, safety, love, esteem, and self-actualization. E. safety, physiological, esteem, love, and self-actualization.

physiological, safety, love, esteem and self- actualization (D)

Craig's peers were surprised when he received a promotion and suddenly became their supervisor. They thought he was rather unreliable and weren't sure he was up to the task. According to the contingency model, Craig has A. poor leader-member relations. B. weak position power. C. poor worker facilitation. D. low task structure. E. unsuccessful leadership adaptation.

poor leader-member relations (A)

Research shows that simplified jobs lead to A. job satisfaction. B. poor mental health. C. a sense of accomplishment. D. a sense of personal growth. E. decreased worker productivity.

poor mental health (B)

The use of desirable consequences to strengthen a particular behavior is called A. constructive feedback. B. extinction. C. intrinsic motivation. D. positive reinforcement. E. valence.

positive reinforcement (D)

According to the acquired needs theory, the desire to influence others is part of the need for A. affiliation. B. power. C. self-actualization. D. relatedness. E. achievement

power (B)

Luis, Kennedy, and Jennifer met once a week for several months in the fall to redesign department work spaces, to be implemented when the organization moved to a new building in January. This is an example of a A. top management team. B. problem-solving team. C. cross-functional team. D. virtual team. E. continuous improvement team

problem-solving team (B)

Theories that try to understand the thought processes by which people decide how to act are called A. needs-based perspectives. B. reinforcement perspectives. C. job design perspectives. D. cognitive perspectives. E. process perspectives.

process perspectives (E)

A data processing group is an example of a(n) A. routine team. B. action team. C. advice team. D. production team. E. project team

production team (D)

Mark's employer passes out checks at the end of each quarter, representing an equitable portion of 5% of the company's pretax profits for the previous period. This is known as A. pay for performance. B. pay for knowledge. C. a bonus. D. profit sharing. E. gainsharing.

profit sharing (D)

At Bremond Stafford Architects, a group of designers are developing the first drawings for a proposed multiuse development section of a large city that is being revitalized. What type of work team is this group? A. Project team B. Production team C. Product team D. Action team E. Advice team

project team (A)

Your boss requires you to give up your company car since you have missed your sales goals for three consecutive quarters. She is using A. positive reinforcement. B. negative reinforcement. C. extinction. D. intrinsic motivation. E. punishment.

punishment (E)

In recent studies, the generic influence tactic that employees cite as most used in the workplace is A. legitimating. B. ingratiation. C. coalition. D. rational persuasion. E. pressure

rational persuasion (D)

Power deriving from one's personal attraction is called ______ power. A. legitimate B. referent C. reward D. coercive E. personalized

referent (B)

Tracy is outgoing, warm, and truly inspirational when she talks about where she wants to lead her division. Her employees seem eager to do anything she asks. Because of her personality and not her position, Tracy has ______ power. A. legitimate B. referent C. reward D. coercive E. expert

referent (B)

The theory that attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated while behavior with negative consequences tends not to be repeated, is called A. reinforcement theory. B. equity theory. C. expectancy theory. D. acquired needs theory. E. two-factor theory

reinforcement theory (A)

In equity theory, employees are motivated to A. work harder when they have more freedom. B. resolve feelings of injustice. C. correct themselves when they aren't working hard enough. D. blame others when they miss work or fail at tasks. E. work just hard enough to get what they want.

resolve feelings of injustice (B)

Jennifer congratulated her staff when the team received an industry award for their project, and also sent a companywide e-mail announcing it. Here, Jennifer is using her ______ power. A. personalized B. referent C. coercive D. expert E. reward

reward (E)

Members of a team develop their ______ based on the expectations of the team, of the organization, and of themselves. A. roles B. norms C. groupthink D. job descriptions E. social fit

roles (A)

Karen, the manager of a branch location of a large travel firm, treated company resources as if they were her own and her employees even better. She cared about the staff deeply and even organized international volunteering activities to promote their growth. Karen could best be described as which type of leader? A. Situational B. Servant C. Laissez-faire D. Shared E. Transactiona

servant (B)

Starbucks CEO Howard Schultz has made sure his employees have health insurance and work in a positive environment. He could best be described as which type of leader? A. Leader-member exchange B. Situational C. Servant D. Shared E. Transactional

servant (C)

A leader who focuses on providing increased service to others is called a A. charismatic leader. B. transformational leader. C. transactional leader. D. servant leader. E. situational leader

servant (D)

Research shows that followers seek and admire leaders who create feelings of A. anticipation. B. individualism. C. clarity. D. significance. E. freedom.

significance (D)

Job ______ is the opposite of job A. rotation; enrichment. B. rotation; enlargement. C. loading; enrichment. D. simplification; enrichment. E. simplification; enlargement.

simplification; enlargement (E)

In Fiedler's contingency leadership model, the amount of influence a leader has in his or her immediate work environment is called his or her A. coercive power. B. leadership style. C. readiness. D. situational control. E. task structure

situational control (D)

Perry was part of a 15-person grounds beautification committee, and among its responsibilities were monthly parking lot cleanup and weekly patio sweeping. He was a part of the committee at his boss's request but had never actually helped with anything. This is likely an example of A. storming. B. devil's advocacy. C. social loafing. D. procrastinating. E. adjourning

social loafing (C)

According to Kotter, companies manage complexity in which of the following ways? A. Solving problems B. Motivating people C. Lobbying the government D. Innovating new products E. Setting a direction

solving problems (A)

Groups that make it through storming generally do so because A. they develop groupthink. B. someone wins the political battle and dominates the group. C. someone besides the leader challenges the group to resolve power struggles. D. the work gets done. E. the focus generally is on social loafing

someone besides the leader challenges the group to resolve power struggles (C)

Ken, whose primary job is supervising a small production group, is not getting cooperation from all members on the cross-functional team he leads. In particular, Bethany, a marketing manager, seems to resist his direction. The source of conflict in this cause may be A. time pressure. B. a personality clash. C. communication failure. D. status differences. E. ambiguous jurisdictions

status differences (D)

The group development stage in which individuals test the leader's policies and assumptions as they try to determine how they fit into the power structure is the ______ stage. A. storming B. norming C. performing D. forming E. adjourning

storming (A)

The ______ stage of team development is characterized by the emergence of individual personalities and roles and conflicts within the group. A. norming B. forming C. adjourning D. performing E. storming

storming (E)

When workers perceive they are being treated fairly on the job, they are most likely to A. pass up promotional opportunities. B. show improved safety practices. C. be a whistleblower. D. support organizational change. E. seek additional education

support organizational change (D)

Andrew supervises a customer service unit that receives stress-producing calls from unhappy customers, and turnover has been high lately. Andrew is understanding and patient with the staff, and tells them he knows what they're going through since it wasn't so long ago that he took those calls. According to revised path-goal theory, Andrew is using a(n) ______ leadership style. A. work facilitation B. interaction facilitation C. supportive D. achievement-oriented E. value-based

supportive (C)

Marielle points out during the meeting that the group has fallen a half hour behind schedule according to the agenda, and should get back to the important work at hand. She is performing a ______ role. A. relational B. task C. maintenance D. social E. production

task (B)

A ______ role is behavior that concentrates on getting the team's work done. A. maintenance B. performance C. administrative D. task E. production

task (D)

Fiedler's contingency leadership model determines if a leader's style is A. transactional or transformational. B. directive, supportive, participative, or achievement oriented. C. task oriented or relationship oriented. D. telling, selling, participating, or delegating. E. charismatic or noncharismatic.

task oriented or relationship oriented (C)

As a maintenance person for the Air Force, Craig services aircraft engines, which protects the lives and safety of military personnel and their ability to conduct missions. Craig's job has a high level of A. autonomy. B. task identity. C. skill variety. D. task significance. E. context satisfactions.

task significance (D)

One of three dimensions of situational control in the contingency leadership model, ______ is the extent to which tasks are routine, unambiguous, and easily understood. A. job mastery B. task identity C. position power D. job design E. task structure

task structure (E)

Savannah leads a task force charged with restructuring the order-processing system in the organization. The task force is composed of her peers over whom she has little control, and some of whom do not seem to respect her. According to the contingency model, Savannah should adopt a(n) ___________ leadership style. A. employee-centered B. task-oriented C. relationship-oriented D. participatory E. initiating structure

task-oriented (B)

Marco supervises the pool of word processors serving the firm's lawyers. He gets along well with his people, and has created detailed procedures for all types of legal document they encounter. Marco hires and fires, and gives work assignments, performance appraisals, and promotions. According to the contingency model, the optimal leadership style is A. transformational. B. team management. C. task-oriented. D. relationship-oriented. E. consideration.

task-oriented (C)

A _______ is defined as a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves accountable. A. cross-functional team B. group C. team D. panel E. formal group

team (C)

______ is the process of having two people or groups play opposing roles in a debate in order to better understand a proposal. A. Storming B. Positive conflict C. Devil's advocacy D. Groupthink E. The dialectic method

the dialectic method (E)

In which of the following conditions should constructive conflict be stimulated? A. The group seems to be apathetic. B. Managers want to achieve work objectives. C. The group is adapting to change. D. Managers are in charge of self-managed teams. E. There is a lot of internal competition

the group seems to be apathetic (A)

The motivating potential score is calculated as part of using A. reinforcement theory. B. McClelland's acquired needs theory. C. the job characteristics model. D. goal-setting theory. E. equity theory.

the job characteristics model (C)

Individuals are said to be cooperating when A. they have reciprocal faith in others' intentions and behaviors. B. they have a sense of togetherness and unity. C. their efforts are systematically integrated to achieve a collective objective. D. their motivation comes from a desire to please a supervisor or the seeking of a tangible reward. E. they have ceased to be competitive with one another and prefer harmony.

their efforts are systematically integrated to achieve a collective objective (C)

The ______ approach to leadership attempts to identify distinctive characteristics that account for the effectiveness of leaders. A. attribute B. trait C. behavior D. quality E. contingency

trait (B)

Employees at Central Plains Bank were really impressed with Jeff, the new CEO. He was the first person who had fully developed a vision for the company about where it could go, and had energized everyone to try to get there. Jeff is a ______ leader. A. servant B. transformational C. transactional D. shared E. laissez-faire

transformational (B)

Charismatic leadership is now considered part of ______ leadership. A. transactional B. shared C. laissez-faire D. servant E. transformational

transformational (E)

According to research, negative conflict can have positive effects on performance

tru

A cross-functional team is staffed with specialists pursuing a common objective

true

A leader should ease the transition of an adjourning group with rituals celebrating "the end" and "new beginnings

true

A maintenance role consists of behavior that fosters constructive relationships among team members

true

A work team may be self-managed, cross-functional, virtual, or even all of these at the same time

true

Allowing criticism of ideas helps prevent groupthink

true

An example of a task role is an initiator, someone who suggests new goals or ideas

true

Certain kinds of conflict can be beneficial for organizations

true

Competition is a form of conflict

true

Devil's advocacy is a method used to induce programmed conflict

true

During the performing stage, the leader of a team should allow members the empowerment they need to work on tasks

true

Groupthink is a cohesive group's blind unwillingness to consider alternatives

true

In the storming stage of group development, the leader should encourage members to work through their conflicts about tasks and goals

true

In the workplace, informal groups can undercut the plans of formal groups

true

Informal groups can be highly productive, even more so than formal groups

true

Larger teams are more likely than small ones to have formal and autocratic leadership

true

Managers can stimulate cohesiveness in teams by encouraging people to have face-to-face exchanges at work

true

Members of smaller teams tend to be more highly committed and satisfied

true

Norms point up the boundaries between acceptable and unacceptable behavior among group or team members

true

People tend to exert less effort when working in groups than when working alone, a tendency known as social loafing

true

Performance in the workplace is maximized with a moderate level of conflict

true

Quality circles are now known as continuous improvement teams

true

The conflict-handling style of compromising is appropriate when both parties to a conflict have equal power

true

The process of getting oriented and getting acquainted with the group is known as the forming stage of team development

true

The weakness of accommodating as a method for handling conflict is that it is only a temporary fix that fails to address the underlying problem

true

When resources are scarce, conflict is more likely

true

In the contingency model, if your leadership orientation does not match the situation in your workplace, Fiedler recommends that you A. try to move to a more suitable situation. B. alter your leadership style. C. take management classes to improve your power. D. get an assistant with the preferred orientation. E. gradually change the makeup of your subordinates.

try to move to a more suitable situation (A)

Which of the following is a disadvantage of smaller groups? A. Unfair work distribution B. Autocratic leadership C. Lower morale D. Tendency to form cliques E. Tendency to take unreasonable risk

unfair work distribution (A)

Organizations may apply trait theory by A. considering the relationships among employees. B. using personality assessments. C. hiring only from top-ranked business schools. D. doing a job audit. E. empowering the HR department.

using personality assessments (B)

Chad was interviewing for jobs, and the HR manager at one firm told him that the company pays the total health insurance costs for a family of four. As a single man, this benefit did not seem especially important to him right now. Here, Chad is low on the ______ element of the expectancy theory. A. valence B. instrumentality C. outcomes D. expectancy E. significance

valence (A)

Faisal is something of a cheerleader around his team. He describes the great things he knows the group can accomplish, is quick to compliment the work of his staff, and is enthusiastic about their successes. According to revised path-goal theory, Faisal is using a(n) ______ leadership style. A. value-based B. path-goal clarifying C. interaction facilitation D. achievement-oriented E. relationship-oriented

value-based (A)

Gwen's job as an accounting assistant was recently modified to include reconciling of bank accounts and delivering checks to the bank, two tasks previously done by the accounting manager. This increase in responsibility would best be described as A. job development. B. job enlargement. C. job satisficing. D. job design. E. vertical loading.

vertical loading (E)

A team that consists of members who interact by computer network to collaborate on projects is called a(n) A. remote team. B. e-team. C. self-managed team. D. informal team. E. virtual team

virtual team (E)

Liz is trying to lead a cross-functional team, but she is having some issues. Most members were other department managers at her level, and they saw no reason to do what she told them to. Here, Liz has A. low tolerance for ambiguity. B. high task structure. C. weak referent power. D. poor leader-member relations. E. weak position power.

weak position power (E)

Who are typical members of continuous improvement teams? A. Workers and supervisors B. Supervisors and managers C. Managers and agents representing competitors D. Managers and outside suppliers E. Customers and suppliers

workers and supervisors (A)

Which of the following is an advantage of larger groups? A. Higher morale B. More effective interaction C. Greater boldness D. Able to take advantage of division of labor E. Less social loafing

Able to take advantage of division of labor (D)

______ assumes that three basic needs influence behavior and that they may be activated concurrently. A. Maslow's theory B. Expectancy theory C. Alderfer's ERG theory D. Hertzberg's theory E. Equity theory

Alderfer's ERG theory (C)

Of the following, which is the best way for leaders to cope with change? A. Problem solving B. Lobbying the government C. Aligning people D. Virtual planning E. Watching current trends

Aligning people (C)

In assessing how much situational control he has, a manager should consider which of the following? A. Amount of socialized power B. Subordinate readiness C. Level of transformation D. Amount of task structure E. Ability of staff

Amount of task structure (D)

Which of the following is an advantage of smaller groups? A. Fewer distractions B. More formalized team leadership C. More creativity and innovation D. More division of labor E. Better interaction and coordination

Better interaction and coordination (E)

During the performing stage of team development, the group answers the question A. "Can we agree on roles and work as a team?" B. "Why are we here?" C. "Why are we fighting?" D. "Can we do the job properly?" E. "Who's in charge?

Can we do the job properly (D)

All of the following are tips from Peter Drucker for improving leadership except which? A. Change leadership styles according to the situation. B. Develop action plans that specify desired results. C. Listen first, speak last. D. Take responsibility for decisions. E. Focus on opportunities rather than problems

Change leadership styles according to the situation (A)

Within the five steps used to apply situational theories, in which two ways can you "make the match?" A. Hire new employees or retrain the current ones. B. Apply relationship-oriented behaviors or task-oriented behaviors. C. Stabilize the situation or stir it up. D. Change the manager or change the manager's behavior. E. Be a transactional leader or a transformational one.

Change the manager or change the managers' behavior (D)

Which of the following is one of the traits of a credible leader identified by Kouzes and Posner? A. Competent B. Relationship-oriented C. Competitive D. Extroverted E. Driven

Competent (A)

Jesse brought his proposal to Erica even before the meeting saying, "I'm sure you have some ideas on this and we could try to get them incorporated upfront." Jesse is using which influence tactic? A. Legitimating tactics B. Inspirational appeals C. Ingratiating tactics D. Personal appeals E. Consultation

Consultation (E)

Which of the following is not a benefit of teamwork in an organization? A. Increased speed B. Decreased stress C. Reduced costs D. Improved workplace cohesiveness E. Reduced destructive internal competition

Decreased Stress (B)

Which of the following is a contingency factor in the job characteristics model? A. Autonomy B. Knowledge of actual results C. High work satisfaction D. Desire for personal growth E. Feedback

Desire for personal growth (D)

_____ have a global mind-set that recognizes that the Internet is opening new markets and recharging existing ones. A. Situational leaders B. E-leaders C. Shared leaders D. Transactional leaders E. Web-based leaders

E-leaders (B)

Which of the following is a way managers can enhance team cohesiveness? A. Isolating the group from the actions of competitors or other threats. B. Providing team members precise instructions for their tasks. C. Creating a relatively large team. D. Assigning members randomly to teams. E. Emphasizing members' common characteristics

Emphasizing members' common characteristics (E)

According to House's revised path-goal theory, a leader's style should vary depending on which of the following? A. Positional power B. Environmental factors C. Situational control D. Organizational readiness E. Leader-member relations

Environmental factors (B)

Which of the following is a need in Alderfer's ERG theory? A. Esteem B. Existence C. Realization D. Rating E. Generalization

Existence (B)

______ power results from one's specialized knowledge. A. Legitimate B. Referent C. Expert D. Reward E. Coercive

Expert (C)

A manager should administer punishment in public because the embarrassment amplifies the punishment and therefore its effectiveness

False

According to equity theory, increasing their inputs is one way that employees deal with perceptions of inequity.

False

According to reinforcement theory, workers will be more motivated and perform better when they experience their work as meaningful, feel responsible for results, and know how well they are doing

False

Employers need only focus on fulfilling the bottom two levels of Maslow's hierarchy of needs

False

Feedback in the simple motivation model serves to tell you if you have demanded appropriate benefits

False

Formal communication is the essence of a team, and what differentiates it from a group

False

In equity theory, employees are most motivated to make a change under circumstances in which they perceive all parties to have the same ratios

False

In managing for motivation, you should think about employees as capital assets

False

In two-factor theory, hygiene factors include achievement, recognition, and responsibility

False

Job design works even when the affected employees have no desire for personal growth

False

Job simplification increases job satisfaction by allowing workers to become expert at a fewer number of tasks

False

Motivation can be directly observed in another's behavior.

False

Over 20 years ago, Peter Drucker predicted that the future organization would be organized around teamwork, but that has yet to occur

False

Participating on virtual teams necessarily requires individuals to be available for electronic communication 24 hours a day

False

Pay for performance compensation plans base employee pay on the number of job-relevant skills or academic degrees they earn

False

Research shows that the cubicle is a motivational environment for most employees

False

The extent to which a job allows an employee to make choices about scheduling different tasks and deciding how to do them is known as task identity

False

To be most motivating, goals should be set to be very difficult, just out of the reach of workers, so that they never stop pushing themselves

False

Twenty-five new employees from across the Kendall Automotive Technologies organization are attending an orientation, receiving information about company policies, and filling out various forms. These employees comprise a team

False

While quality is usually improved by using teamwork in an organization, productivity typically suffers because teamwork is time consuming

False

According to the job characteristics model, job characteristics directly affect the work outcomes

False (The job characteristics model consists of (a) five core job characteristics that affect (b) three critical psychological states of an employee that in turn affect (c) work outcomes—the employee's motivation, performance, and satisfaction)

The use of reinforcement theory to change human behavior is called behavior alteration

False (Behavior modification)

McClelland identifies the need for personal power as positive and involving problem solving to further mutual goals

False (McClelland identifies two forms of the need for power. The negative kind is the need for personal power, as expressed in the desire to dominate others, and involves manipulating people for one's own gratification. The positive kind, characteristic of top managers and leaders, is the desire for institutional power, as expressed in the need to solve problems that further organizational goals)

According to Maslow's theory, safety needs are the most basic, at the lowest level in the hierarchy of needs

False (Physiological needs are the most basic human needs)

Negative reinforcement is the process of weakening behavior by presenting something negative

False (Punishment)

In McClelland's acquired needs theory, the desire to excel at challenging tasks is part of the need for power

False (desire to excel)

Content perspectives of motivation emphasize the emotions that employees feel in the workplace

False (emphasize what motivates employees)

Management's assessment of fairness is most important under equity theory

False (employee's perception)

Inputs, outputs, and comparisons are the essential elements in goal-setting theory

False (equity theory)

ERG theory assumes that three basic needs influence behavior: esteem, relatedness, and growth

False (existence, relatedness, and growth)

An intrinsic reward is the payoff a person receives from others for performing a particular task

False (extrinsic)

A team is defined as two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity

False (group)

In Herzberg's theory, the lower-level needs are known as security factors, and the higher-level needs are called motivating factors

False (hygiene= lower levels) (motivating= higher levels)

Job enrichment consists of increasing the number of tasks in a job to increase variety and motivation

False (job enlargement)

According to McClelland's theory, people are born with their needs for power, achievement, and affiliation

False (not born with the needs; rather, we learn them from our cultures and life experiences)

According to Maslow, a person who is deprived in both physiological and love needs will attempt to satisfy his or her love needs first

False (physiological first)

Expectancy theory is considered a reinforcement perspective on motivation

False (process perspective)

According to Maslow's theory, friendship and affection are esteem needs

False (self respect, status, reputation, self-confidence are esteem needs)

Emilio's sales manager just told his group about this year's contest, the winner of which will take a lavish trip to France. Emilio does not like to travel to places where he can't speak the language, so he is not very enthusiastic. Here, Emilio's instrumentality is low

False (valence is low, not instrumentality)

The model that requires a manager to assess her own style and her situational control is A. Fiedler's contingency model. B. shared leadership model. C. the LMX model of leadership. D. House's path-goal theory. E. charismatic leadership theory

Fiedler's contingency model (A)

Which of the following is the best way to manage virtual teams? A. Focus on what is accomplished, not hours or locations. B.When beginning with a virtual team, set the final deadline and reprimand any virtual team members who don't make the deadline. C. Because you don't have face-to-face contact, relay instructions via phone. D. Require each team member to keep their own personal record of the work that's been done as a team. E. Utilize employees on a global team around the clock

Focus on what is accomplished, not hours or locations (A)

Which of the following is not a practice used to create a flexible workplace? A. Job sharing B. Telecommuting C. Gainsharing D. Part-time work E. Compressed workweeks

Gainsharing (C)

Which of the following is a process perspective on motivation? A. Goal-setting theory B. Job characteristics model C. Two-factor theory D. ERG theory E. Acquired needs theory

Goal-setting theory (A)

Which of the following is a need-based perspective on motivation? A. Expectancy theory B. Herzberg's two-factor theory C. Job characteristics model D. Goal-setting theory E. Equity theory

Herzberg's two-factor theory (B)

The leadership styles of ________ originally included supportive and achievement-oriented and two others, but was more recently revised to include a total of eight styles. A. Greenleaf's servant leadership model B. the LMX model of leadership C. leader-member exchange model D. Fiedler's contingency model E. House's path-goal model

House's path-goal model (E)

The model in which an effective leader makes desirable rewards available, clarifies how subordinates can achieve objectives, and provides them support in doing so is A. Greenleaf's servant leadership model. B. the LMX model of leadership. C. Leader-member exchange model. D. Fiedler's contingency model. E. House's path-goal model.

House's path-goal model (E)

Which of the following is a source of conflict in the workplace? A. Excessive communication B. Strict job boundaries C. Too many resources D. Lack of diversity E. Inconsistent goals

Inconsistent goals (E)

Which of the following is characteristic of workgroups with too little conflict? A. Dissatisfaction B. Indecision C. Political infighting D. Lack of teamwork E. Turnover

Indecision (B)

Which of the following is true of informal groups? A. Informal groups can advance the plans of formal groups. B. A temporary committee is an example of an informal group. C. Members of an informal group are assigned to it by the skills they possess. D. Informal groups have appointed leaders. E. Informal groups are primarily created to solve an organizational problem

Informal groups can advance the plans of formal groups (A)

______ is the expectation that successful performance of the task will lead to the desired outcome. A. Expectancy B. Reinforcement C. Valence D. Instrumentality E. Effort

Instrumentality (D)

A goal that states "Attend work at least 80% of the time this quarter" has which of the following problems? A. It is not specific enough. B. It is not measurable. C. It does not have a target date. D. It is not challenging enough. E. It is not achievable

It is not challenging enough (D)

_____ involves division of an organization's work and applies motivational theories to jobs to increase satisfaction and performance. A. Job enlargement B. Job design C. Job simplification D. Job development E. Job enrichment

Job design (B)

The process of increasing the number of tasks in a job to increase variety and motivation is called A. job enlargement. B. job design. C. job development. D. job rotation. E. job enrichment.

Job enlargement (A)

The ______ model of leadership emphasizes that leaders have different sorts of relationships with different subordinates. A. servant B. contingency C. Michigan D. LMX E. trait

LMX (D)

Which of the following is a disadvantage of larger groups? A. Less creativity and innovation B. Less commitment C. More division of labor D. Fewer resources E. Fewer cliques

Less commitment (B)

McClelland's need for achievement corresponds most closely to A. Herzberg's hygiene factors. B. Maslow's esteem needs. C. extrinsic rewards. D. Alderfer's relatedness needs. E. Maslow's self-actualization needs

Maslow's self-actualization needs (E)

______ is defined as the psychological processes that arouse and direct goal-directed behavior. A. Stimulus B. Productivity C. Enticement D. Motivation E. Incented action

Motivation (D)

Janet is very aggressive at her job, and her coworkers complain that she often manipulates them and her boss in order to get ahead. She attempts to direct everything and everyone, regardless of the consequences to others or even the organization itself. Janet is expressing what type of need for power? A. Personal B. Destructive C. Legitimate D. Organizational E. Compensatory

Personal (A)

________ conflict is defined as interpersonal opposition based on personal dislike, disagreement, or differing styles. A. Personality B. Competitive C. Dysfunctional D. Communication E. Programmed

Personality (A)

Using threats or intimidation to persuade someone is which influence tactic? A. Legitimating B. Ingratiating C. Pressure D. Exchange E. Personal appeals

Pressure (C)

______ is designed to elicit different opinions without inciting people's personal feelings. A. Groupthink B. Programmed conflict C. Social loafing D. Storming E. Dysfunctional conflict

Programmed conflict (B)

______ studies reveal that visionary and inspirational charismatic leaders who are good team builders generally are most desirable worldwide. A. Servant leader B. E-leadership C. Contingency model D. Project GLOBE E. Full-range approach

Project GLOBE (D)

A simple model of motivation does not include which of the following? A. Unfulfilled need B. Behaviors C. Reactions D. Motivation E. Rewards

Reactions (C)

Which of the following is the best statement of a goal? A. Give your very best effort. B. Get through most of those reports by 9/1. C. Reduce production errors by 10 percent by the end of the quarter. D. Increase customer retention. E. Be late to work less often

Reduce production errors by 10 percent by the end of the quarter (C)

Which of the following is not one of the stages of group and team development? A. Norming B. Storming C. Reforming D. Adjourning E. Performing

Reforming (C)

According to Herzberg, which of the following is an example of a hygiene factor? A. Responsibility B. Advancement C. The work itself D. Relationships E. Recognition

Relationships (D)

After a series of bus accidents, one of which resulted in a critical injury to a driver, Inland Shuttle drivers received additional training and buses were retrofitted with new braking systems. This helps to satisfy which of Maslow's needs? A. Self-actualization B. Esteem C. Love D. Safety E. Physiological

Safety (D)

An accounting firm provides employees with educational reimbursements if they complete job-related coursework with a B or better, which helps them meet which of Maslow's levels of needs? A. Self-actualization B. Esteem C. Love D. Safety E. Physiological

Self-actualization (A)

According to goal-setting theory, which of the following is necessary for goals to create high motivation and performance? A. Setting general goals that will work for multiple employees. B. Predetermining acceptable rewards for meeting goals. C. Setting goals that fulfill self-actualization needs. D. Reinforcing of desired behaviors. E. Setting goals linked to an action plan

Setting goals linked to an action plan (E)

Jinhai's team was not making much progress on defining a new production process. Maria was being very uncooperative; she did not agree with the direction Jinhai was taking, so she hadn't helped with her part. This team is in what stage of group development? A. Performing B. Forming C. Adjourning D. Storming E. Norming

Storming (D)

Of the following, which is a core job characteristic? A. Meaningfulness B. Skill specificity C. Task significance D. Teamwork E. Task variety

Task significance (C)

Which of the following is not an advisable criterion for an effective incentive plan? A. The rewards are believable. B. The rewards are linked to performance. C. The rewards satisfy individual needs. D. The rewards require rarely attainable performance. E. The rewards are agreed on by the manager and employees.

The rewards require require rarely attainable performance (D)

According to Herzberg, which of the following is an example of a motivating factor? A. Pay B. The work itself C. Working conditions D. Company policy E. Supervisors

The work itself (B)

Which of the following is a characteristic of transformational leaders? A. They are better in stable situations. B. They clarify employees' roles. C. They set goals and monitor progress toward their achievement. D. They encourage people to do exceptional things. E. They provide rewards in exchange for subordinates doing the work.

They encourage people to do exceptional things (D)

Which of the following is not a reason to enforce norms? A. To clarify role expectations. B. To create a written document of behavioral guidelines for new employees. C. To help the group survive. D. To emphasize the group's important values. E. To help individuals avoid embarrassing situations

To create a written document of behavioral guidelines for new employees (B)

Nordstrom's department store chain emphasizes the great lengths to which it goes in customer service, an example of which of these reasons to enforce norms? A. To clarify role expectations. B. To help the group survive. C. To create cohesiveness. D. To emphasize the group's important values. E. To help individuals avoid embarrassing situations

To emphasize the group's important values (D)

A job diagnostic survey can be used to identify problems with a job's motivational characteristics and help determine if a job redesign is appropriate

True

A manager should reward only desirable behavior, and should do so as soon as possible after the behavior appears

True

A team is a small group of people with complementary skills who are committed to a common purpose and performance goals

True

According to Alderfer's ERG theory, when one's higher-level needs are frustrated, he or she will seek more intensely to fulfill lower-level needs in what is called the frustration-regression component

True

According to Herzberg's two-factor theory, a worker's salary is not a possible source of job satisfaction

True

According to Herzberg, motivating factors are the only factors associated with job satisfaction

True

According to expectancy theory, for a person's motivation to be high, he or she must be high on all three elements: instrumentality, expectancy, and valence

True

Alderfer's ERG theory is a need-based perspective on motivation

True

Among the benefits of teamwork is the reduction of destructive internal competition

True

Equity theory focuses on how fairly employees think they are being treated compared to others

True

Expectancy theory suggests that people are motivated by how much they want something and how likely they think they are to get it

True

Having a best friend at work is one factor that is characteristic of the best workplaces

True

If you are happy with accomplishment of a task being its own reward, you may have a high need for achievement

True

In expectancy theory, a person's expectancy is her belief that a particular level of effort will lead to a particular level of performance

True

In reinforcement theory, both extinction and punishment reduce the likelihood that a given behavior will be repeated

True

In the job characteristics model, feedback is one of the five core job characteristics

True

Janice has been difficult for some of her teammates to work with. According to equity theory, if she were to receive a raise so as to be compensated similarly to her peers, she would be more likely to cooperate in a group setting

True

Job design involves the division of an organization's work among its employees and the application of motivational theories to jobs to increase satisfaction and performance

True

Job design that fits jobs to people is based on the assumption that people are underutilized at work and that they want more variety and responsibility

True

Job enlargement by itself does not have a significant and lasting positive effect on job performance

True

Job enrichment requires some vertical loading rather than just horizontal loading

True

Managers of virtual workers should arrange for them to meet regularly

True

Managers use motivation to get talented people to come work for them

True

One difference between it and Maslow's theory is that ERG theory suggests that more than one level of needs may be activated at one time

True

Process perspectives try to explain why employees have different needs and what behaviors they select to satisfy them

True

Reinforcement theory suggests behavior tends to be repeated if it has positive consequences and tends not to be if it has negative consequences

True

Something that inhibits a given behavior can be called reinforcement

True

Specificity of goals can often be improved by making them quantitative

True

Stock options allow certain employees to buy stock at a future date for a discounted price

True

Task significance describes the extent to which a job affects the lives of other people, whether inside or outside the organization

True

Those with a high need for affiliation may not be the most efficient managers because they resist making decisions that make others resent them

True

Though research does not clearly support Maslow's theory, it reminds managers that employees have needs beyond earning a paycheck

True

Unfulfilled needs are a part of the simple motivation model.

True

When GE paid employee smokers up to $750 to quit and stay off cigarettes, it was an extrinsic reward.

True

Which of the following is considered one of the most essential considerations in building a group into an effective team? A. Trust B. Promoting groupthink C. Organizational structure D. Market stability E. Size

Trust (A)

________ is defined as reciprocal faith in others' intentions and behaviors. A. Cooperation B. Trust C. Cohesiveness D. Unity E. Fairness

Trust (B)

Which of the following is a behavioral leadership approach? A. Servant leadership model B. University of Michigan leadership model C. Path-goal leadership model D. Transformational leadership E. Leader-member exchange model

University of Michigan leadership model (B)

The model that identifies leadership behavior as either "initiating structure" or "consideration" is the ______ model. A. leader-member exchange B. path-goal leadership C. University of Michigan leadership D. University of Ohio leadership E. situational leadership

University of Ohio leadership (D)

Which of the following is an important aspect when creating a self-managed team? A. Lessen the authority and autonomy that is granted. B. Require participation to be outside of normal working hours. C. Use some form of team compensation. D. Allow workers to simply do their own thing. E. Require voluntary only membership

Use some form of team compensation (C)

According to a BusinessWeek summary of management studies, which of the following is characteristic of men in the workplace, compared with women? A. Being more collaborative. B. Producing higher quality work. C. Using a more autocratic style. D. Generating more new ideas. E. Being more effective.

Using a more autocratic style (C)

Which of the following is a manifestation of excessive conflict in the workplace? A. Apathy B. Lack of creativity C. Missed deadlines D. Violence E. Indecision

Violence (D)

The question individuals ask during the norming stage of group development is A. "How do I fit in here?" B. "What's next?" C. "How can I best perform my role?" D. "What do the others expect me to do?" E. "What's my role here?"

What do others expect me to do? (D)

The question the group is asking during the forming stage of group development is A. "Why are we here?" B. "What's next?" C. "Can we do the job properly?" D. "Why are we fighting about who does what?" E. "Can we agree on roles and work as a team?

Why are we here? (A)

Hannah is on a team with Carson, and they are often in conflict. Hannah likes to begin her work with careful planning and she gets started immediately. Carson, on the other hand, likes trying out several ideas, and tends to be working frantically at the last minute. Their team conflict most likely stems from A. time pressure. B. a personality clash. C. communication failure. D. ambiguous jurisdictions. E. inconsistent goals

a personality clash (B)

Which of the following is a characteristic of a continuous improvement team? A. A built-in part of any effective organizational group. B. A type of advice team. C. Requires assigned membership. D. Emerged from self-managed team concept. E. Encourages high empowerment

a type of advice team (B)

The conflict-handling style in which a person allows the desires of another to prevail is known as A. forcing. B. accommodating. C. avoiding. D. collaborating. E. compromising.

accommodating (B)

Travis proposed the purchase of a new Minolta copier to his boss. Amir said that he has always used and liked Xerox copiers, but when he thinks about it later he realizes he does not really feel strongly about it. Amir should adopt a(n) ______ conflict-handling style. A. avoiding B. collaborating C. compromising D. forcing E. accommodating

accommodating (E)

Michael runs a research and development department. He gets a lot out of his employees by setting lofty goals and expressing his belief that each of them is capable of doing his or her part. He expects their best work. According to revised path-goal theory, Michael is using a(n) ______ leadership style. A. representation and networking B. interaction facilitation C. supportive D. achievement-oriented E. work facilitation

achievement-oriented (D)

A work team that works to accomplish tasks that require people with specialized training and a high degree of coordination is called a(n) A. production team. B. project team. C. development team. D. action team. E. advice team

action team (D)

Self-managed teams are groups of workers who have been given ______ for their task domains. A. individual incentives B. administrative oversight C. reduced responsibility D. complete freedom E. no technology

administrative oversight (B)

When using a self-managed team, a manager should A. maintain detailed monitoring of its performance. B. create the team within whatever structure currently exists. C. offer lucrative individual bonuses. D. allow members to hire their own coworkers. E. provide elaborate retreats for team discussions

allow members to hire their own coworkers (D)

During the forming stage, the leader should A. establish permanent control. B. allow people to socialize. C. empower team members. D. encourage disagreement. E. work through team conflicts

allow people to socialize (B)

Which of the following is most likely to be considered an action team? A. A group of scientists working on a new cancer drug. B. All workers on the night shift of a plastics manufacturing facility. C. An advisory council on teacher development for a school district. D. An airline cockpit crew. E. An information-technology improvement task force

an airline cockpit crew (D)

The extent to which a job allows an employee to make decisions about scheduling different tasks and deciding how to perform them is called A. horizontal loading. B. skill variety. C. task identity. D. task significance. E. autonomy.

autonomy (E)

Rachel missed another deadline and her boss Keri is very upset. She will have to explain to the client again why the project is behind. Keri thinks she may say something she'll regret if she talks to Rachel about this now, so she decides to wait awhile. Keri is using the ______ conflict-handling style. A. avoiding B. collaborating C. compromising D. forcing E. accommodating

avoiding (A)

When issues causing conflict are trivial, or when emotions are high and cooling off would be helpful, which conflict-handling style is preferable? A. Collaborating B. Forcing C. Accommodating D. Avoiding E. Compromising

avoiding (D)

The ______ leadership approaches attempt to determine the distinctive styles used by effective leaders. A. behavioral B. servant C. shared D. trait E. contingency

behavioral (A)

To prevent groupthink, a manager should A. reinforce how capable the group is. B. never admit errors to outsiders. C. bring in outside experts for fresh perspectives. D. encourage everyone to "get with the team." E. express high confidence in the group's previous decisions

bring in outside experts for fresh perspectives (C)

In using reinforcement, a manager should A. avoid using punishment. B. reward both desired and undesired behavior. C. give all subordinates the same rewards to ensure fairness. D. save rewards for weekly or monthly celebrations. E. clearly communicate the desired behavior.

clearly communicate the desired behavior (E)

Karl was put on probation for a string of customer complaints about his service and professionalism. His supervisor was using ______ power. A. coercive B. personalized C. referent D. reward E. expert

coercive (A)

The disadvantage of the ______ conflict-handling style is that it is very time consuming. A. avoiding B. collaborating C. compromising D. forcing E. accommodating

collaborating (B)

______ is the conflict-handling style that strives to devise solutions that benefit both parties. A. Avoiding B. Collaborating C. Compromising D. Forcing E. Accommodating

collaborating (B)

According to Frederick Smith, chair and CEO of FedEx, the primary task of leadership is to A. ensure progressive control and problem solving. B. align resources within the organization. C. inspire trust among all levels of employees. D. communicate the vision and values of an organization. E. oversee the success of an organization

communicate the vision and values of an organization (D)

According to Kotter, management and leadership are considered to be A. opposing forces. B. causal; here, management causes leadership. C. equivalent to one another. D. almost entirely unrelated. E. complementary to each other

complementary to each other (E)

In the performing stage of group development, members A. prepare for disbandment. B. develop close relationships. C. concentrate on solving problems. D. test the leader's policies. E. hold back to see what will happen

concentrate on solving problems (C)

Toyota's automobile recall problems may have been rooted in the difference between Japanese and American attitudes about A. ambiguity. B. conflict. C. advocacy. D. division of labor. E. performance.

conflict (B)

Workplace performance is maximized when A. conflict is absent. B. conflict is at a very low level. C. conflict is at a moderate level. D. conflict is at a high level. E. conflict occurs only at nonmanagerial levels

conflict is at a moderate level (C)

The influence tactic most likely to result in the enthusiastic commitment of employees is A. legitimating tactics. B. consultation. C. ingratiating tactics. D. coalition tactics. E. personal appeals.

consultation (B)

The approach to leadership that suggests that effective leadership behavior depends on the situation at hand is the ______ approach. A. trait B. transformational C. circumstantial D. behavioral E. contingency

contingency (E)

Trust is based on _______, which can be enhanced by showing professionalism, technical ability, and good business sense. A. cooperation B. cohesiveness C. unity D. honesty E. credibility

credibility (E)

A team composed of people from different departments who are pursuing a common objective is called a A. quality circle. B. problem-solving team. C. cross-functional team. D. virtual team. E. work force

cross-functional team (C)

Vanessa runs a flower shop. She recently made some changes so that one employee answers phones and does paperwork, while another creates arrangements, and a third packages and delivers the arrangements. Previously, each employee was responsible for the order from the phone call through the delivery. Vanessa's job redesign has A. increased task identity. B. decreased task identity. C. increased task significance. D. decreased task significance. E. decreased autonomy.

decreased task identity (B)

Becca asked Kevin, one of her team members, to purposefully think of and voice criticisms as the group discussed a popular idea to open a branch office in another state. This is an example of the use of A. devil's advocacy. B. groupthink. C. the dialectic method. D. storming. E. dysfunctional conflict

devil's advocacy (A)

When using punishment, a manager should A. ignore undesirable behaviors. B. save reprimands until the end of the workday, or preferably before a weekend. C. do it in conjunction with positive reinforcement. D. make sure that other employees witness the punishment. E. punish even minor infractions, to appear consistent.

do it in conjunction with positive reinforcement (C)

Which of the following is a higher-level need based on the four content theory perspectives? A. Esteem B. Existence C. Hygiene D. Physiological E. Safety

esteem (A)

The need for status, reputation, and recognition are part of A. self-actualization. B. esteem. C. love. D. safety. E. physiological

esteem (B)

Brady went to his boss Lynn to complain that he got the same bonus this quarter as everyone else, despite the longer hours he's been putting in and his higher level of experience and efficiency. If Lynn can't change the bonuses, she should A. tell Brady "That's just the way bonuses are given." B. suggest that Brady take this up with her boss. C. expect that Brady will reduce his hours. D. start documenting Brady's complaints for future disciplinary action. E. expect that Brady's performance will improve

expect that Brady will reduce his hours (C)

After struggling with the training, Sachin is unsure whether he can complete the end-of-year financial reporting with minimal errors in the time allotted at his new job. In this case, Sachin is low on the ______ element of expectancy theory. A. valence B. expectancy C. outcomes D. instrumentality E. performance

expectancy (B)

The theory under which people make the choice that promises them the greatest reward if they think they cangetitis A. goal-setting theory. B. expectancy theory. C. reinforcement theory. D. equity theory. E. two-factor theory

expectancy theory (B)

Lotina apologized to a subordinate for an e-mail that upset him. She said she had chosen an unfortunate way of stating her idea, and that she'd be happy to discuss it further. Lotina is A. using a personal appeal. B. initiating structure. C. practicing shared leadership. D. exercising personalized power. E. expressing consideration behavior

expressing consideration behavior

The weakening of behavior by ignoring it or making sure it is not reinforced is called A. extinction. B. intrinsic motivation. C. punishment. D. instrumentality. E. negative reinforcement.

extinction (A)

It has been seven quarters since any employee has received a bonus at R & G Mills, so now the possibility of getting one does not seem to be motivating the workers any longer. In this case, management has inadvertently applied A. expectancy. B. negative reinforcement. C. extinction. D. intrinsic motivation. E. punishment.

extinction (C)

Craig's sales manager has just told the group that all sales in the month of September will earn an extra 5% commission. The team gets right to work, being motivated by a(n) A. intrinsic reward. B. physiological need. C. high need for power. D. extrinsic reward. E. hygiene factor

extrinsic reward (D)

Managerial leadership is defined as the process of influencing others to understand and agree about what needs to be done and the process of A. minimizing the impacts of environmental change on the organization. B. facilitating individual and collective efforts to accomplish shared objectives. C. motivating others to achieve extraordinary levels of performance. D. creating a vision and a strategic plan for an organization. E. striving for constructive change by setting a direction for the future.

facilitating individual and collective efforts to accomplish shared objectives (B)

A formal group typically has no officially appointed leader, although a leader may emerge from members of the group

false

A maintenance crew is an example of an action team

false

A positive outcome of groupthink is the development of more alternative ideas

false

A team created to broaden the information base for managerial decisions is known as a recommendation team

false

About 25% of Fortune 1000 companies use some form of self-managed work teams

false

Another name for functional conflict is productive conflict

false

Avoiding it is never an appropriate response to conflict

false

Conflict is naturally avoided when organizations are structured along functional lines

false

Conflict is the dramatic and often violent clash of opposing forces that lacks a simple resolution that would be satisfactory to all parties

false

Creating self-managed teams in the workplace has a very positive effect on job satisfaction and organizational commitment

false

Generally speaking, the optimal team size is considered to be 12 to 15 members.

false

Group cohesion arises during the forming stage of group development

false

Job modeling is a socially determined set of rules for how an individual should behave in an organization

false

Many groups stall in the performing stage of group development

false

Mutual trust and commitment are developed within a team because members are mutually accountable to a supervisor

false

One of the primary reasons norms are enforced is to leverage the group's power with management

false

Organizations with too much conflict tend to be plagued by apathy and missed deadlines

false

Problem-solving teams consist of small groups of volunteers or workers and supervisors who meet intermittently to discuss workplace- and quality-related problems

false

Research finds that the majority of workplace learning occurs in formal groups

false

Speed of resolution is the primary benefit of using the collaborating conflict-handling style

false

The dialectic method is the process of assigning someone to play the role of critic to voice possible objections to a proposal

false

The norming stage of team development is a lengthy and painful one.

false

The tendency of a group or team to stick together is known as cooperation

false

Two types of team roles are task and stability

false

When job boundaries are ambiguous, employees are less possessive, and conflict is likely to be minimized

false

When parties to a conflict have deeply rooted, opposing value systems, the most appropriate method to handle the conflict is collaboration

false

While individuals prefer to have measurable goals as well as feedback about their performance, this is not required for teams since goals and feedback can be generated from within

false

Which of the following is not advice from career coach Richard Knowdell for staying ahead in the workplace of tomorrow? A. Develop new and diverse capacities. B. Anticipate, adapt to, and embrace change. C. Focus on workplace learning rather than the classroom. D. When considering a job or industry, don't rely on reputation. E. Develop your communication skills

focus on workplace learning rather than the classroom (C)

Leaders want ________ who are productive, reliable, honest, cooperative, proactive, and flexible. A. employers B. clients C. superiors D. peers E. followers

followers (E)

Malia told her team that she is moving forward with a change to the bonus structure, despite vocal objections from several team members. Malia is using the ______ conflict-handling style. A. avoiding B. collaborating C. compromising D. forcing E. accommodating

forcing (D)

A group that is created to do something productive for the organization and is headed by a leader is called a(n) A. dynamic group. B. formal group. C. normative group. D. informal group. E. network group

formal (B)

Jane organized several teachers to discuss the school's interior painting scheduled for summer. They looked at several brands, and heard a presentation by a designer who then helped them choose a color palette to recommend to school administrators. In this instance, the teachers make up a(n) A. self-managed team. B. virtual team. C. cross-functional team. D. informal group. E. formal group

formal group (E)

A Scanlon plan is a type of ______ compensation plan. A. pay-for-knowledge B. gainsharing C. benchmarking D. pay-for-performance E. profit-sharing

gainsharing (B)

The marketing department at State College was nearly $8,000 under budget last year due to a variety of cost-cutting measures. This year 50% of the savings were returned to the department to spend as desired, asaformof A. pay for performance. B. pay for knowledge. C. bonus. D. profit sharing. E. gainsharing.

gainsharing (E)

Two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity are called a A. cluster. B. self-managing work team. C. collaborative unit. D. quality circle. E. group

group (E)

The principal by-product of the norming stage of team development is A. adjournment. B. uncertainty. C. group cohesiveness. D. conflict. E. empowerment.

group cohesiveness (C)

______ is a "we feeling" that binds group members together. A. Maintenance B. Groupthink C. Norming D. Social loafing E. Group cohesiveness

group cohesiveness (E)

Dave sat through the meeting feeling convinced his team was misinterpreting recent marketing research, but he didn't say anything. The team leader was a close friend. Plus, he didn't want to disrupt the team since he perceived himself to be the only one with reservations. Dave's team appears to be experiencing A. groupthink. B. storming. C. social loafing. D. norming. E. devil's advocacy

groupthink (A)

When members of a group are friendly and tight-knit but unable to disagree enough to properly appraise alternatives, they are said to be experiencing A. paradigm paralysis. B. groupthink. C. social loafing. D. the dialectic method. E. devil's advocacy.

groupthink (B)

Peer pressure, which leads group members to question the loyalty of other members who express dissent, is a symptom of A. social loafing. B. norming. C. devil's advocacy. D. groupthink. E. storming

groupthink (D)

Jerald led a team that has just finished up a very challenging research project that will assist management in developing long-range plans. Despite the stress of the past few months, most participants seem sad it's over. Now Jerald should A. have an awards ceremony. B. emphasize unity. C. get the group disbanded quickly to free people up for new things. D. provide opportunities for people to get to know each other better now. E. ensure those members can work on similar tasks going forward

have an awards ceremony (A)

For managers, the importance of Maslow's contribution is that he showed that workers A. are only interested in compensation that helps them fulfill physiological needs. B. are as complex as their organization. C. have needs that cannot be understood by their employer. D. expect an employer to fulfill every level of their hierarchy of needs. E. have needs beyond that of just earning a paycheck

have needs beyond that of earning a paycheck (E)

When using goal-setting theory to motivate employees, managers should A. set targets that are just out of employees' reach. B. help workers understand and accept the goals. C. set general goals that are emotionally appealing. D. hold employees responsible for getting their own feedback. E. set goals that are easily achievable

help workers understand and accept the goals (B)

Since hard feelings about group leadership and assignments had passed, Elena's group recently seemed to be relating much better. At the meeting tomorrow she should take advantage of this moment by A. helping the team identify group goals and values. B. encouraging members to voice disagreements. C. helping people get to know each other. D. empowering the members. E. throwing a thank-you party

helping the team identify group goals and values (A)

Anne has excelled as a consultant for a large financial institution. She loves building mutually beneficial relationships and is extremely well liked by her clients. Anne likely has a A. low need for affiliation. B. low need for power. C. low need for achievement. D. high need for affiliation. E. high need for achievement

high need for affiliation (D)

Even when he started his first job, Galen was not content to be just one of the employees. His boss noticed that he often coached his coworkers about ways to improve their work, even when it wasn't his job. Galen probably has a A. high need for achievement. B. high need for affiliation. C. high need for power. D. low need for achievement. E. high need for leadership

high need for power (C)

Leticia supervises a group of customer service representatives. Leticia is respected and well liked by her staff, and she has worked hard to make sure all of them known how to do the job very well. She is responsible for all staffing and reward decisions in her department. In the contingency model, Leticia has A. low task structure. B. high situational control. C. low leader-member relations. D. low position power. E. high expert power.

high situational control (B)

Anders is manager for a large freight company. He has noticed low morale lately, perhaps because of the cramped quarters and lack of raises this year among workers on his shift. According to Herzberg, Anders should first concentrate on A. needs for achievement. B. hygiene factors. C. esteem needs. D. motivating factors. E. growth needs

hygiene factors (B)

Administrative oversight given to self-managed teams does not include A. planning. B. scheduling work. C. implementing change. D. monitoring performance. E. staffing

implementing change (C)

In the leader-member exchange model, the relationship between leader and follower that is characterized by mutual trust, respect, and liking is known as a(n) ________ exchange. A. preferred coworker B. servant C. in-group D. special E. socialized

in-group (C)

Leadership is the ability to ______ employees to pursue organizational goals. A. force B. reward C. request D. influence E. compensate

influence (D)

In all but the worst weather, Laura and four of her coworkers met each day at 12:15 to walk the wilderness trail behind their office building. This is an example of a(n) A. continuous improvement team. B. informal group. C. self-managed team. D. virtual team. E. formal group.

informal group (B)

Acting humble or friendly or making someone feel good or important before making a request are influence tactics known as A. coalition tactics. B. inspirational appeals. C. consultation. D. ingratiating tactics. E. personal appeals

ingratiating tactics (E)

At his review last year, Ryan was promised a big raise if he met his production goals. Raises were included in today's paychecks, and despite that Ryan has met all of his goals, he only received a cost-of- living raise. In the future, Ryan's ______ will probably be A. instrumentality; low. B. valence; low. C. expectancy; low. D. instrumentality; high. E. expectancy; high.

instrumentality; low (A)

House's revision of his theory puts more emphasis on the need for leaders to foster A. concrete rewards. B. stress management techniques. C. intrinsic motivation. D. an external locus of control. E. personal growth in management knowledge.

intrinsic motivation (C)

Arianna's management professor just told her class that the final exam is optional for students like her who currently have an A. She decides to take the exam anyway, since she likes the subject and wants to master the material. Here, Arianna is motivated to take the exam by a(n) A. intrinsic reward. B. physiological need. C. high need for power. D. extrinsic reward. E. hygiene factor

intrinsic reward (A)

DeAndre leads a task force developing specifications for a new customer database to be used by several departments. DeAndre is an IT supervisor, but most of the others are directors of other departments. At the first meeting, a few of them asked him questions he couldn't answer. According to the contingency model, DeAndre's situational control likely A. is low. B. is moderate. C. is high. D. is extremely high. E. cannot be determined from the information.

is low (A)

Peizhi manages his employees through a careful monitoring of their production, comparing what they do to predicted schedules and desired budgets. Peizhi can best be described as a(n) ______ leader. A. production-oriented B. charismatic C. job-centered D. transformational E. employee-centered

job centered (C)

In the University of Michigan studies, leadership style is identified as A. job centered or employee centered. B. transactional or transformational. C. initiating structure or consideration. D. task oriented or relationship oriented. E. telling, selling, participating, or delegating.

job centered or employee centered (A)

The process of building into a job such motivating factors as recognition and achievement is called A. MBO. B. job design. C. job enrichment. D. job enlargement. E. horizontal loading.

job enrichment (C)

According to the concept of full-range leadership, leadership behaviors vary along a range from ______ leadership at one extreme to transformational leadership at the other. A. transactional B. shared C. laissez-faire D. servant E. charismatic

laissez-faire (C)

The questionnaire used in Fiedler's model to determine leadership orientation is called the A. Myers-Briggs type inventory. B. least preferred coworker scale. C. tolerance of ambiguity questionnaire. D. Type A behavior scale. E . path-goal survey

least preferred coworker scale (B)

The power that managers have resulting from their formal positions within organizations is called ______ power. A. referent B. legitimate C. reward D. coercive E. expert

legitimate (B)

The three least used influence tactics, according to a recent survey of employees, are A. legitimating, coalition tactics, and pressure tactics. B. inspirational appeals, rational persuasion, and consultation. C. rational persuasion, pressure tactics, and exchange. D. rational persuasion, coalition tactics, and upward appeals. E. inspirational appeals, coalition tactics, and pressure tactics

legitimating, coalition tactics, and pressure tactics (A)

Which of the following is not positively associated with transformational leadership, according to research? A. Employee job satisfaction. B. More employee identification with their immediate work groups. C. Lower levels of internal competition. D. Higher levels of group cohesion. E. More work engagement

lower levels of internal competition (C)

Someone at a team meeting who says, "Let's hear from those who oppose this plan" is performing a ______ role. A. maintenance B. social C. coordinator D. reorientation E. task

maintenance (A)

Tension was thick in the room as the management team discussed changes to promotion requirements. But then Chris made a joke about Jake's white-knuckled grip on his pen, and the laughter seemed to improve the mood. Chris was acting in a ______ role. A. relational B. task C. maintenance D. social E. production

maintenance (C)

According to Herzberg's theory, the first thing managers of employees who dislike their jobs should do is to A. provide opportunities for achievement. B. publicly recognize good performance. C. make sure pay levels, policies, and working conditions are reasonable. D. create opportunities for personal growth and advancement. E. increase employees' responsibility and opportunity for leadership

make sure pay levels, policies, and working conditions are reasonable (C)

_______ is about coping with complexity and ______ is about coping with change. A. Middle management; top management B. Management; leadership C. Attitude; perception D. Leadership; management E. Perception; attitude

management; leadership (B)

A transactional leader is most similar in focus to a A. charismatic leader. B. transformational leader. C. servant leader. D. situational leader. E. manager.

manager (E)

According to the job characteristics model, the core job characteristics of skill variety, task identity, and task significance combine to affect A. knowledge of results. B. meaningfulness of work. C. autonomy of work. D. responsibility for results. E. feedback from others.

meaningfulness of work (B)

In managing virtual workers, a manager should A. give directions only by phone or in person. B. make sure the worker is keeping to a fixed schedule of hours. C. let employees work using their own expectations of how to do their jobs. D. meet regularly, face to face. E. initiate change quickly

meet regularly, face to face (D)

According to the contingency model, a relationship-oriented leadership style works best in ______ situations. A. low control B. high control C. moderate control D. uncontrolled E. both high and low control

moderate control (C)

According to Fiedler's contingency model, ______ situation control favors a leader who is ______ oriented. A. low; relationship B. low; transformational C. moderate; task D. high; transformational E. moderate; relationship

moderate; relationship (E)

According to Herzberg's two-factor theory, only ______ factors can make employees satisfied with their jobs. A. motivating B. self-actualization C. growth D. hygiene E. achievement

motivating (A)

Which of the following is an employee characteristic of relevance in path-goal theory? ' A. Position power B. Work satisfaction C. Need for achievement D. Task awareness E. Extroversion

need for achievement (C)

Dysfunction conflict is sometimes called ______ conflict. A. negative B. irregular C. destructive D. aggressive E. apathetic

negative (A)

Estefan tells one of his staff that he is taking her off of probation since she has corrected her tardiness problem. Estefan is using A. instrumentality. B. negative reinforcement. C. punishment. D. intrinsic motivation. E. positive reinforcement.

negative reinforcement (B)

The process of strengthening a behavior by withdrawing something negative is called A. positive reinforcement. B. negative reinforcement. C. extinction. D. intrinsic motivation. E. punishment.

negative reinforcement (B)

According to Herzberg's two-factor theory, in the zone between the motivating factors and the hygiene factors, employees are A. dissatisfied. B. satisfied. C. neither satisfied nor dissatisfied. D. unmotivated. E. stagnant.

neither satisfied or dissatisfied (C)

The stage during which a group sets guidelines about issues like attendance and punctuality is the ______ stage. A. norming B. storming C. forming D. adjourning E. performing

norming (A)

During the ______ stage of team development, close relationships develop and unity and harmony emerge. A. storming B. norming C. performing D. forming E. adjourning

norming (B)