MGT 341 Cumulative Exam

The integrative approach is a new creative approach to negotiation that can lead to a "win-win" situation. A) True B) False

A) True

Define Validity and Reliability

Reliability: whether data maintains integrity across varying samples -consistency in procedures, testing, variables -reduces extraneous variables Validity: whether data is applicable to the study -does the measure study what it's supposed to, does it answer the questions, what tools are used?

__________ leaders are found to be one of the most influential leaders around the world.

Visionary and charismatic

Research suggests that when it comes to dealing with conflict, managers are more likely to engage in avoiding, accommodating or compromising styles than their subordinates. A) True B) False

B) False

The avoidance conflict handling style is characterized by high levels of cooperativeness and assertiveness. A) True B) False

B) False

The task role of ____________ includes "devil's advocate" behavior.

Critic

_____________ are symbols that offer clues to the emotional side of words used in e-mail messages.

Emoticons

Which of the following is the order Tuckman proposes for group development stages? A) forming, norming, storming, performing, and adjourning B) forming, storming, performing, norming, and adjourning C) forming, performing, storming, norming, and adjourning D) forming, storming, norming, performing, and adjourning

D) forming, storming, norming, performing, and adjourning

Formalization A) can lead to greater innovativeness. B) enhances employee motivation. C) provides for quicker decision making. D) makes employee behavior predictable.

D) makes employee behavior predictable.

The global leadership and organizational behavior effectiveness project (GLOBE) found, thus far, that there are no universal traits that are desirable or undesirable in a leader. A) True B) False

B) False

The rational decision-making model limits the number of alternatives considered. A) True B) False

B) False

The process through which new employees learn the attitudes, knowledge, skills, and behaviors required to function effectively within an organization is A) attraction-selection-attrition. B) organizational socialization. C) mentoring. D) assessment.

B) organizational socialization.

Mediation refers to A) the process of bringing in a third party who has the authority to act as a judge and will make a binding decision. B) the process where a third party enters the situation with the goal of assisting the parties to reach an agreement. C) the process whereby two or more parties work toward an agreement. D) the process that involves people disagreeing.

B) the process where a third party enters the situation with the goal of assisting the parties to reach an agreement.

Work that flows offers A) opportunities for a large number of breaks. B) the employee little opportunity to comment on the task at hand. C) high pay. D) opportunities to use skills possessed by the employee.

D) opportunities to use skills possessed by the employee.

The information system department's employees are highly skilled individuals who possess a very internal locus of control. The firm is looking to hire a manager for the department to replace the retiring manager. What type of leadership style would likely be most effective with this group? A) supportive B) achievement-oriented C) directive D) participative

D) participative

Define organizational culture.

A system of shared assumptions, values, and beliefs indicating what is appropriate and inappropriate behavior in a given organization.

When individuals feel role ambiguity in their jobs, they feel the organization is more political. A) True B) False

A) True

Access to specific knowledge or skills is _______________ power. A) expert B) information C) referent D) reward

A) expert

________ ________ value competitiveness, outperforming competitors, and may not feature corporate social responsibility.

Aggressive Culture

The conflict resolution process where a neutral third party listens to each side's case and makes a binding decision is called ___________.

Arbitration

Employee perceptions of subcultures have little impact on employee performance or commitment to the organization. A) True B) False

B) False

Employees with more complete information are no more committed to the change effort than those who have less than complete information. A) True B) False

B) False

Groupthink is the tendency for individuals to put forth less effort when working in a group context. A) True B) False

B) False

Impression management has been shown to be related to higher performance ratings by increasing liking and perceived similarity. A) True B) False

B) False

In House's path-goal theory, the leader's style is viewed as fixed and the environment changes; Fiedler's theory assumes just the opposite. A) True B) False

B) False

In divisional structures, employees tend to be more specialists than generalists. A) True B) False

B) False

People speak much faster than they hear words. A) True B) False

B) False

The BATNA phase of the negotiation process only applies in certain circumstances. A) True B) False

B) False

Transactional leadership is a more effective form than transformational leadership. A) True B) False

B) False

Using any form of flattery in an appeal is an example of the exchange influence tactic. A) True B) False

B) False

Which of the following statements is true of major life changes? A) Stress results from negative life changes but not from positive ones. B) The Holmes-Rahe scale ascribes stress values to life events based upon incidences of illness and death in the 12 months after such events. C) Stressors are one-time events so the number of stressors you experience in a 12 month period is not important. D) Life events can impact our psychological but not our physical well-being.

B) The Holmes-Rahe scale ascribes stress values to life events based upon incidences of illness and death in the 12 months after such events.

Which of the following is a key property of a team? A) compensation based on individual outcomes B) collaborative action C) clear simple goals D) independent tasks

B) collaborative action

Social loafing A) declines as group size increases. B) develops when a perception of inequity in regard to rewards and/or blame arises in a group. C) is relatively rare within groups. D) is more frequent in the United States.

B) develops when a perception of inequity in regard to rewards and/or blame arises in a group.

An organization where all the nonessential functions are outsourced is a A) strategic alliance. B) modular organization. C) matrix organization. D) learning organization.

B) modular organization.

The first step to an integrative approach to negotiation is A) listening. B) exploring options to achieving goals. C) adopting a cooperative stance. D) adopting an adversarial stance.

C) adopting a cooperative stance.

One barrier to effective teams is A) overly helpful team members. B) challenges of knowing how to work together. C) poorly managed team conflict. D) low organizational commitment.

C) poorly managed team conflict.

Who is most responsible for making strategic decisions? A) managers B) engineers C) low-level employees D) CEOs

D) CEOs

Which of the following statements regarding work-life conflict is accurate? A) Work demands and family demands are always incompatible. B) Work-life conflict has gone down in recent years due to better technology. C) Work-life conflict is greater for men than for women. D) Increased work hours and dual-earning households in the U.S. have contributed to greater work-life conflict.

D) Increased work hours and dual-earning households in the U.S. have contributed to greater work-life conflict.

"People are generally dishonest" is an example of a A) cultural orientation. B) cultural artifact. C) cultural value. D) cultural assumption.

D) cultural assumption.

Provide an example of an organization that has a functional structure.

Departments such as marketing, manufacturing, human resources, finance, accounting, information technology

A trusted person who provides an employee with advice and support regarding career related matters is a __________.

Mentor

Name two ways in which people react to change.

*Active resistance*: most negative reaction. They try to sabotage the change effort. *Enthusiastic support*: defenders of the new way.

Differentiate between a Type A personality and a Type B personality.

*Type A*: Those who display high levels of speed/impatience, job involvement, and hard-driving competitiveness. Fast-paced, adrenaline-pumping lifestyle can lead to increased stress. Hostility and hyperreactive portion is major concern in terms of stress and negative organizational outcomes. *Type B*: calmer by nature, think through situations as opposed to reacting emotionally. Lower fight/flight, stress levels.

What are the three levels of culture?

-Assumptions (taken for granted, and they reflect beliefs about human nature and reality) -values (shared principles, standards, and goals) -artifacts (the visible and tangible elements of culture).

What are the fundamental elements that create a culture?

-Founders Values and Preferences: the culture is tied to the person's values and beliefs who founded the company. -Industry Demand: a force to create similarities among organizational cultures.

Describe the three general categories of work team roles and give an example of each. Describe the nature of each example role given.

-Task roles: creator, contributor, completer, critic, contractor. A contributor shares -Social roles: calibrator, cooperator, communicator -Boundary-spanning roles: coordinator, consul

Tuckman's five stage group evolution model asks which of the following questions in the performing stage? A) Are we using appropriate information on this task? B) Will I be accepted? C) Why do I have to listen to you? D) Can you help me plan this project?

A) Are we using appropriate information on this task?

Which of the following statements about conflict is accurate? A) Conflict can paralyze an organization. B) Conflict can lead to higher organizational commitment. C) Conflict is not a major issue in the workplace. D) Conflict is always problematic in an organization.

A) Conflict can paralyze an organization.

High power distance countries are those where power is centralized in the hands of a few. A) True B) False

A) True

If a variety of knowledge, skills, and abilities is needed, if feedback from different organizational groups is needed, if tasks are largely independent, and if wide cooperation is needed to achieve mutual goals, then a team is needed. A) True B) False

A) True

If employees feel their organizations are too driven by politics, they are less committed to the organization and perform worse on the job. A) True B) False

A) True

Servant leaders put their employees first. A) True B) False

A) True

Making choices among alternative courses of action, including inaction, is A) decision making. B) programmed decisions. C) satisficing. D) Consensus.

A) decision making.

All of the following are rules for active listening EXCEPT: A) find areas of agreement with the speaker. B) listen for feelings. C) note all cues. D) listen for message content.

A) find areas of agreement with the speaker.

Servant leadership A) is a leadership approach that defines the leader's role as serving the needs of others. B) refers to effective leaders who stay true to themselves. C) is leading employees by aligning employee goals with the leader's goals. D) involves structuring the roles of subordinates, providing them with instructions, and behaving in ways that will increase the performance of the group.

A) is a leadership approach that defines the leader's role as serving the needs of others.

Which of the following is NOT an emotion that is part of the Affective Events Theory? A) jealousy B) surprise C) anger D) fear

A) jealousy

Cultural assumptions A) lie below the awareness level and reflect beliefs about human nature and reality. B) are shared principles, standards and goals. C) are a set of values unique to a limited cross-section of the organization. D) are the visible and tangible elements of culture.

A) lie below the awareness level and reflect beliefs about human nature and reality.

Which of the following is NOT a root cause of conflict in the workplace? A) task satisfaction B) communication issues C) limited resources D) personality differences

A) task satisfaction

____________ _______________ _ _____________ involves leaving employees to do their jobs without interference but at the same time proactively predicting problems.

Active management by exception

Research on effective teams indicates that they are characterized by low but increasing levels of task conflict. A) True B) False

B) False

What was the final stage that Tuckman added to his enhanced group development model? A) forming B) norming C) adjourning D) storming

C) adjourning

Most research on leadership has been conducted on which of the following theories of leadership? A) Fiedler's contingency theory B) House's path-goal theory C) transformational leadership theory D) authentic leadership theory

C) transformational leadership theory

The influence attempt response ______________ occurs when the target not only agrees to the request but also actively supports it as well.

Commitment

Which of the following is a guideline in determining whether a decision is ethical? A) Will I feel better or worse about myself after I make this decision? B) Does the decision break any organizational rules? C) Is the decision fair? D) All of the above

D) All of the above

Which of the following communication channels would be the most information-rich? A) Written letters. B) Handheld devices. C) E-mails. D) Videoconferencing.

D) Videoconferencing.

Michael's group is very cohesive and very committed to the task at hand. What is their likely performance level? A) low performance B) high performance if they do not value performance C) average performance D) high performance if they value performance

D) high performance if they value performance

A communication receiver who is preparing his comment or answer and not really listening to the sender is A) using jargon. B) using semantics. C) biased. D) rehearsing.

D) rehearsing.

The old adage, "Don't throw good money after bad" is another way to describe the decision-making trap of ____________ _______ ____________ also known as the "sunken costs fallacy."

Escalation of Commitment Bias

Describe transactional leadership.

Those who ensure that employees demonstrate the right behaviors and provide resources in exchange. These leaders provide contingent rewards and manage by exception.

_______________ is a variation on brainstorming where the group focuses on ideas that are impossible and then imagines what would need to happen to make them possible.

Wildstorming

List and briefly describe each of the five conflict handling styles.

avoidance, accommodation, compromise, competition, collaboration

Name and define two of the most commonly used influence tactics.

*Rational Persuasion*: includes using facts, data, and logical arguments to try to convince others that your point of view is the best alternative. *Inspirational appeals*: seek to tap into our values, emotions, and beliefs to gain support for a request or course of action.

Choose any two of the leadership theories presented in this chapter, define them and then compare and contrast the theories.

*Transformational leadership theory*: those who lead employees by aligning employee goals with the leader's goals. They use their charisma, inspirational motivation, intellectual stimulation and individualized consideration to influence their followers. They can then turn their attention to the company's well-being rather than what is best for them individually. *Path-Goal Theory of Leadership*: based on expectancy theory of motivation, that employees are motivated when they believe/expect that their effort will lead to high performance, their high performance will be rewarded, and those rewards will be valuable to them. -Both theories are focused on the employees and providing for them. The leader is expected to serve the follower, either aligning goals or providing compensation/reward for their employees to maximize motivation and performance.

Name two reasons why people resist change.

-Fear of failure/uncertainty -personality

What are two positive and two negative outcomes of conflict?

-Positive: clarification of individual views, surfacing of assumptions that may be inaccurate -Negative: increased stress/anxiety among individuals, feelings of being defeated/demeaned

Influence is getting others to do what we want them to do. A) True B) False

A) True

What is the first step in increasing the chances of success in effecting a cultural change? A) creating a sense of urgency B) role modeling C) changing the reward system D) changing key players

A) creating a sense of urgency

Maria relied on knowing what an outstanding worker Gordon was to hire Gordon's sister for the entry-level position. Gordon's sister is very unreliable. Maria fell into the decision-making trap of _______________ in making her hiring decision.

Anchoring

Individuals could be influenced to say that two lines were the same length when one was clearly shorter than the other due to conformity in the _________ studies.

Asch

In Japan, nemawashi refers to building _______________ within a group before a decision is made.

Consensus

During the resistance phase of stress, the body begins to release _________ and draws on fat and sugar reserves to adjust to the demands of stress.

Cortisol

Which of the following statements regarding traits and leadership is accurate? A) All traits are equally effective in predicting leadership potential across organizations. B) In large, bureaucratic organizations, leader traits have more impact on behavior than in a small, entrepreneurial organization. C) Traits have an equal impact on leader emergence and leader effectiveness. D) Recognition of leader traits can help select appropriate managers for organizations.

D) Recognition of leader traits can help select appropriate managers for organizations.

Using the process model of communications as a focal point, discuss how a manager might prepare for his first meeting as the new head of a marketing department.

Decide the importance of the message and figure out the best way to transfer it. Sender, encoding, noise consideration

Give an example of a company that is organized along divisional lines.

Divisional structures: departments represent unique products, services, customers, or geographic locations. General Motors divides it company into truck department, car department... etc.

Describe some forms that organizational change takes.

Downsizing

A ______ __________ program indoctrinates new employees to the company culture, as well as introducing them to their new jobs and colleagues.

Formal Orientation

_________ structures are most effective for organizations that do not have large numbers of products.

Functional

A stressor that detracts from personal goals and prevents growth is a __________ stressor.

Hindrance

___________ refers to the process where new employees learn the attitudes, knowledge, skills and behaviors required to function effectively within the organization.

Onboarding

A flexible, decentralized structure with low levels of formalization where communication lines are more fluid is a(n) __________ structure.

Organic

A firm with several layers of management between frontline employees and the top level has a __________ structure.

Tall

What contribution to building effective leaders does the trait theory offer?

Trait theory proved that there are a general set of traits that can be commonly found amongst successful leaders. Though the necessity for (or specific quality of) these traits depends on the situation that the leader finds himself/herself in, it should be generally expected that leaders should have these inherent traits to be successful in their efforts.

What is a mentor?

Trusted people who provide employees with advice and support regarding career-related matters.

Think about a group that you belong or belonged to. Describe the phases of the Tuckman model that the group progressed through or the current phase at which it is now functioning.

Tuckman model: Forming, Storming, Norming, Performing, Adjourning -Forming: group comes together for first time, getting to know each other, assessing potential -Storming: becoming more comfortable, more authentic, less guarding; explore power and influence and find conflicts -Norming: post-conflict; feel more comfortable with goals and direction set; group is open and free with each other -Performing: going into "high gear"; group is matured, becomes more competent, autonomous, insightful -Adjourning: dissolving phase, good time to set up debrief, acknowledge each other, and celebrate accomplishments

Alexandra is always impatient. She seems to run around the office completing this task and that. She is always the first one to work and the last to leave. Alexandra has a __________ personality.

Type A

The ability to influence your boss and others in positions above you is ________ ________.

Upward Influence

Nonverbal cues including the tone, pace, and volume of speech is called ______________.

paralanguage

Name, describe and provide an example of two barriers to effective communication.

*Filtering*: withholding information to manage a person's reactions. EX: keeping a divisions negative sales from your superior. *Information Overload*: too much information for a person to absorb. EX: one professor i have sends out an emails frequently with paragraphs of information

The corner office is an example of a cultural _____________.

Artifact

How would you train an individual so as to increase his charisma?

Have a long term vision around which people can gather, and tie your vision to the history. Watch your body language to project confidence and belief in your ideas. Make sure employees have confidence in themselves, either through your encouragement or offering training and mentoring. Challenge the status quo, try something unordinary!

Define and provide an example of paralanguage.

Paralanguage: the tone, pace, and volume of speech.

Words mean different things to different people; this is the concept of __________.

Semantics

A manager possesses ___________ power because he can provide you an increase in pay or a promotion.

Reward

Repetitive activities within an organization that have symbolic meaning are called __________.

Rituals

Personal filtering of what we see and hear so as to suit our own needs is _____________ _______________.

Selective perception

The Ringelmann effect, or ________ ________ is the tendency of individuals to put in less effort when working in a group context.

Social Loafing

Two or more individuals who are associated with one another in ways not prescribed by the formal organization are a(n) _____________ _____________.

Informal Work Group

What are two key steps to take in ensuring success in unfreezing for change?

-Creating a Vision for Change: Have a vision that is exciting and engaging to motivate and energize change to occur. -Communicate a Plan for Change: give as much information and explain thoroughly so employees are not surprised or uncomfortable with the process. Make sure the message is conveyed thoroughly and consistently in all levels of management.

Upward influence includes appealing to a higher authority or citing a firm's goals as a reason for others to follow your suggestion. A) True B) False

A) True

When resources such as raises or promotions are limited, employees see the organization as more political. A) True B) False

A) True

What is a matrix organization?

A cross between a traditional functional structure with a product structure -- employees reporting to department managers are also pooled together to form project or product teams.

Eduardo is the new manager of Great Corporation. He is sitting at his desk and writing down a list of steps that he can follow to create and maintain a cohesive work group. Which of the following would appear on that list? A) Celebrate differences so each individual's contribution is noticed. B) Give praise sparingly; if it is given too often, it loses its luster. C) Focus on supporting the "best and brightest" in the group. D) Set goals for group members to reduce competition or feelings of jealousy.

A) Celebrate differences so each individual's contribution is noticed.

Which of the following is a common mistake in negotiations? A) Letting your ego get in the way. B) Deciding to negotiate. C) Having realistic expectations. D) Getting overly invested.

A) Letting your ego get in the way.

Michael is the United Way pledge leader for his department. He gets along quite well with his coworkers. His pledge leader duties, with regard to specific steps to follow in asking coworkers for pledges and how to collect and report them, are clearly laid out for him in a United Way brochure. Which LPC style is best for this scenario? A) Low LPC B) High LPC C) Medium LPC D) Either low or high LPC

A) Low LPC

Which of the following statements about negative emotions is true? A) Negative emotions like anger can result from an event such as not having your opinions heard by your supervisor. B) Employees who manage their negative emotions are involved in more conflicts with customers compared to employees who do not. C) Negative emotions that are not managed can create a culture of openness. D) Negative emotions are always destructive in the workplace.

A) Negative emotions like anger can result from an event such as not having your opinions heard by your supervisor.

Which of the following statements regarding leadership and ethics is accurate? A) People in positions of authority are influential in driving others to ethical or unethical behaviors. B) Ethics is a matter of organizational culture rather than leadership style. C) The contingency theories of leadership are explicit in noting the important role that ethics play in effective leadership. D) Ethical behaviors are a central component to transactional leadership theory.

A) People in positions of authority are influential in driving others to ethical or unethical behaviors.

Blemishes and other skin problems can be outward manifestations of stress. A) True B) False

A) True

Change is more likely to occur in firms that are performing poorly because successful firms keep doing what they have done to make them successful. A) True B) False

A) True

Communication is the process by which information is exchanged between individuals through a common system of symbols, signs, or behavior. A) True B) False

A) True

Convincing the opinion leaders in your organization of the need for organizational change is likely to be a more successful technique to ensure change than trying to get everyone on board at the same time. A) True B) False

A) True

Creating a safety culture can reduce accidents, improve employee retention and increase profitability due to reduced workers' compensation claims. A) True B) False

A) True

Filtering, emotional disconnects, and lack of credibility are all barriers to effective communication. A) True B) False

A) True

Flow is the state of consciousness where individuals are totally absorbed in an activity. A) True B) False

A) True

Group decision support systems could make employees more reluctant to share information due to lack of control. A) True B) False

A) True

Healthy conflict can be stimulated in a firm by having appointed individuals play "devil's advocate." A) True B) False

A) True

Matrix organizations violate the unity of command principle. A) True B) False

A) True

Organizational cultures help determine who is hired by a firm. A) True B) False

A) True

Passive management by exception involves leaving employees alone and waiting until something goes wrong before entering the picture. A) True B) False

A) True

People in high power distance countries expect unequal power distribution and greater stratification in economic, social, and political settings. A) True B) False

A) True

Peripheral specialists in a social network are those with special expertise who can be called upon for advice even though they work independently from the group. A) True B) False

A) True

Power is the ability to get things done the way you want them to be done. A) True B) False

A) True

Research indicates that communication ability is related to a manager's performance. A) True B) False

A) True

Research shows that excessive stress is related to higher turnover and lower job performance. A) True B) False

A) True

Selective perception is the personal filtering of what we see and hear so as to suit our own needs. A) True B) False

A) True

The arbitration-mediation approach had led to voluntary agreements in a greater percentage of situations than the more common mediation-arbitration approach. A) True B) False

A) True

The intuitive decision-making model is best used when the decision maker has experience with the problem and there is time pressure. A) True B) False

A) True

The norming stage of group development involves the establishment of ground rules for the group and an increased commitment to other members and the group goal. A) True B) False

A) True

The rational decision-making process is best used when the decision is important and you are trying to maximize outcomes. A) True B) False

A) True

The sentence construction of the "Isn't it?" question we ask in the United States tends to be confusing for non-native speakers. A) True B) False

A) True

There are cultural differences in the use of nonverbal communication elements like body language and facial expression. A) True B) False

A) True

A group is A) a collection of individuals who interact with each other such that one person's actions have an impact on the others. B) made up of managers, subordinates, or both with close associations among group members that influence the behavior of individuals in the group. C) made up of two or more individuals who are associated with one another in ways not prescribed by the formal organization. D) a cohesive coalition of people working together to achieve happiness.

A) a collection of individuals who interact with each other such that one person's actions have an impact on the others.

Jason received the sales report and noted how badly the southern sector performed. As he prepared the a presentation for the weekly executive meeting, Jason decided to focus his remarks on the northern and western sectors, which had record sales levels, and refrain from mentioning the southern numbers. This scenario focuses on the communication barrier of A) filtering. B) selective perception. C) emotional disconnects. D) semantics.

A) filtering.

Martin finds out that his manager has been cheating employees out of pay bonuses. Martin's manager seems to lack A) integrity. B) agreeableness. C) extraversion. D) neuroticism.

A) integrity.

Which of the following is the first phase of the negotiation process? A) investigation B) presentation C) determining BATNA D) bargaining

A) investigation

You are part of a marketing team that has just secured a contract for a national ad campaign. The client firm is holding a luncheon to celebrate the contract signing and you are attending. According to Edward Hall's work, what distance will you maintain from members of the client firm as you network with them? A) personal B) social C) intimate D) public

A) personal

The college organization president spoke to her members noting that the organization needed monetary donations to reach their goals. She cited numerous reasons why the money was needed and encouraged all members to call alumni members of the group for such donations. She suggested that the group members remind the alumni of the organization's importance and their ties to that group. John dislikes asking anyone for money and decided not to make the calls. John is responding to the president's influence tactics with A) resistance. B) conformity. C) compliance. D) commitment.

A) resistance.

Which of the following terms is an example of biased language? A) salesman B) cleaner C) nurse D) engineer

A) salesman

Joshua Greene's study of how our minds and bodies react to difficult situations found that A) study subjects were largely able to agree on what was the best of possible evils in a scenario. B) human decisions are mostly rational, not impacted by emotion. C) magnetic imaging suggests emotional scenarios require less use of our brains compared to unemotional scenarios. D) humans use rationale and emotion to make decisions similar to how a computer would.

A) study subjects were largely able to agree on what was the best of possible evils in a scenario.

If you dislike working with a person and do not care for them on a personal level either, A) you would have a low least preferred coworker score. B) you would have a high least preferred coworker score. C) you would have a midrange least preferred coworker score. D) you would not have a least preferred coworker score.

A) you would have a low least preferred coworker score.

Clarissa is preparing for a meeting with a manager at a firm that has just offered her a job. Clarissa was approached by this firm while she was working for one of its competitors and the new firm has convinced her that she has greater opportunities there so she has tentatively accepted its offer contingent on salary negotiations. What advice would you offer to Clarissa to assist her in obtaining a higher salary from those negotiations?

Analyze both your and the new company's BATNA's to better assess your and their goals. This will help you to measure any proposed agreement and whether to move forward or not. In addition to this, gather background information on salaries of other companies for similar positions. With these in mind, make sure to build your case for a higher salary: what skills do you possess to warrant the salary? How have/can you contribute(d) to the organization, industry, or past jobs? Don't use the other company as a threat, but simply the fact that you have a steady position with your original company if negotiations cannot be worked out.

18. How can you use impression management in an interviewing situation?

As an interviewee, impression management is important since your interviewer is continually formulating impressions of you. You should practice nonverbal impression management by dressing professionally, having appropriate body language, and a good demeanor. Make sure to make statements highlighting your strengths and opportunities for assisting the organization as explained in self-focused impression management. Lastly, engaging in other-focused impression management through quality discussion, and working to help the employer as well as yourself.

Which of the following is one way to alleviate cognitive dissonance? A) Engage in surface acting. B) Change the facts of the situation. C) Leave the situation. D) Smile more.

B) Change the facts of the situation.

Cliff and Beth both received poor grades on their finance exam. Because of the fundamental attribution error, Cliff is more likely to blame his poor test grade on a bad instructor, but blame Beth's poor test grade on Beth's lack of effort studying for the test. A) True B) False

B) False

Conflict management and negotiation tactics are art, not skills, and are very difficult to learn. A) True B) False

B) False

Decision making requires action as a solution. A) True B) False

B) False

Emotional intelligence helps an individual attain the management ranks, but once there, mental intelligence becomes important. A) True B) False

B) False

Interpersonal conflicts should be centered around individual differences, not ideas, to avoid conflict escalation. A) True B) False

B) False

Marissa is generally a few minutes late for class. She feels that "class will be there, why rush?" Marissa always thinks through how to address problems that arise for her rather than responding first and thinking later. Marissa has a Type A personality. A) True B) False

B) False

Nordstrom's has a lengthy employee handbook full of rules and regulations designed to emphasize quality in customer service. A) True B) False

B) False

Onboarding activities in a firm produce higher levels of job satisfaction in new employees but have little impact on their organizational commitment long term. A) True B) False

B) False

Programmed decisions are unique, creative decisions. A) True B) False

B) False

Stress, or the body's response to a change that requires a physical, mental or emotional response, is always bad for the individual. A) True B) False

B) False

There are two types of communication in organizations: verbal and written. A) True B) False

B) False

Toyota owes its success in large part to its manufacturing system known as Total Production System (TPS). A) True B) False

B) False

While managers and supervisors are very important in helping new employees adjust to a firm's culture, coworkers actually hamper the process. A) True B) False

B) False

Which of the following statements is true regarding diet and stress? A) Eating light meals in the middle of the day may slow down the body because there is insufficient food energy available to stimulate the brain to react to stress. B) Greasy foods make a person feel tired because digestion of the fats in such foods diverts blood from the brain. C) The dopamine in fish produces a feeling of sleepiness. D) Eating fish for lunch tends to reduce reaction times.

B) Greasy foods make a person feel tired because digestion of the fats in such foods diverts blood from the brain.

Which is the first step in the rational decision-making model? A) Establish decision criteria. B) Identify the problem. C) Weigh decision criteria. D) Generate alternatives.

B) Identify the problem

Which of the following statements about workplace gossip is accurate? A) Research finds that only a minimal amount of workplace communication occurs at the grapevine level. B) Politically motivated employees use the grapevine to disseminate self-promoting information in the organization. C) Employees generally distrust their peers as a source of information. D) Because the grapevine lacks a specific sender employees are more likely to trust the information.

B) Politically motivated employees use the grapevine to disseminate self-promoting information in the organization.

Which of the following is the correct order of the phases in the creative decision-making model? A) Problem identification, incubation, immersion, illumination, verification and application. B) Problem identification, immersion, incubation, illumination, verification and application. C) Problem identification, illumination, immersion, incubation, verification and application. D) Problem identification, illumination, incubation, immersion, verification and application.

B) Problem identification, immersion, incubation, illumination, verification and application.

The most negative reaction to a proposed change attempt is A) enthusiastic support. B) active resistance. C) passive resistance. D) compliance.

B) active resistance.

The new CEO of XYZ Corporation has developed a plan that will call for the restructuring of the organization from a functional structure to a matrix one. In his meeting with his subordinates, manager Ervin says, "This will be great. You will still work for this area and me, but you will have variety in that you will also all be reporting to a second manager for various projects to which you will be assigned. This new structure will only help grow this company." This is what kind of a reaction to change? A) compliance B) enthusiastic support C) active resistance D) passive resistance

B) enthusiastic support

Giving students a free mug, t-shirt, or blanket just for getting their names on a mailing list at an organization is an example of the ____________ influence tactic. Research suggests individuals try to repay what has been given them. A) ingratiation B) exchange C) pressure D) personal appeal

B) exchange

Which of the following communication channels has the lowest information richness? A) emails B) formal written documents C) blogs D) telephone conversation

B) formal written documents

Organization structure refers to A) the degree to which decision-making authority is concentrated at higher levels in the organization. B) how individual and team work within an organization is coordinated. C) the degree to which policies, procedures, job descriptions and rules are written and explicitly articulated. D) the number of employees reporting to a single manager.

B) how individual and team work within an organization is coordinated.

Antonia received some negative feedback on her sales performance on her last performance evaluation. It's already been a week since the meeting with her supervisor but she just can't stop thinking about the feedback. She keeps replaying it in her mind over and over. This is an example of A) burnout. B) rumination. C) anticipation. D) a role stressor.

B) rumination

The Internal Revenue Service has many rules and regulations with regard to tax code and the filing of returns. The organization is large and very bureaucratic. If an individual has issues with the agency, getting it resolved is a laborious process filled with "red tape" and takes an extensive amount of time and patience to resolve. The Internal Revenue Service has a(n) _________ culture. A) team-oriented B) stable C) people-oriented D) outcome-oriented

B) stable

Jennifer strongly dislikes her next-door neighbors, yet every time she sees them she stops to pleasantly chat with them for a few moments. Jennifer is engaging in A) genuine acting. B) surface acting. C) deep acting. D) cognitive acting.

B) surface acting.

Claudia is a salesperson with a major department store chain that is currently running a "secret coupon sale." The program allows the salesperson to randomly award a savings coupon to any shopper of the salesperson's choice. Who the salesperson chooses to award the coupon to is a(n) A) strategic decision. B) tactical decision. C) operational decision. D) programmed decision.

B) tactical decision.

In completing a Big 5 personality inventory, Manuel was found to have high openness to experience. He would be probably be attracted to an organization like A) Target where jobs tend to be structured in their duties and responsibilities. B) the IRS, which has a bureaucratic structure and authoritarian decision making processes. C) Google with a laid-back, innovative culture. D) General Motors with a tradition-bound culture experiencing serious viability issues.

C) Google with a laid-back, innovative culture.

Which of the following statements regarding organizational culture and its impact on the firm is accurate? A) Strong organizational cultures are always a strategic advantage. B) Having a culture that fits with the company leads to good company performance, but having a culture that does not fit has no impact. C) Organizational cultures that are hard to imitate can create a competitive advantage for a firm. D) Organizational culture is an effective control mechanism for dictating employee job attitudes.

C) Organizational cultures that are hard to imitate can create a competitive advantage for a firm.

Which of the following statements regarding team size and diversity is correct? A) The more diverse the team, the more likely the team is to engage in groupthink. B) The rule of thumb for team size is between 10 and 20 members. C) Teams that believe in the value of diversity perform better than those which do not. D) Teams whose members have complementary skills are less successful than those with specialized skills.

C) Teams that believe in the value of diversity perform better than those which do not.

What advice would you give someone regarding overcoming resistance to your proposals? A) Do not listen to naysayers. B) Involve only those who are absolutely necessary in the change. C) Understand the reasons for resistance. D) Use at least three influence tactics.

C) Understand the reasons for resistance.

Andy is vehemently opposed to the restructuring of the jobs in his department in the manufacturing firm. He decides that since no one is listening to what he has to say he will get their attention by damaging each of the parts he is making for tomorrow's shipment. This is an example of what kind of change reaction? A) enthusiastic support B) passive resistance C) active resistance D) compliance

C) active resistance

Organic structures A) are those that resemble a bureaucracy and are highly formalized and centralized. B) cross a functional structure with a product structure. C) are flexible and decentralized structures with low levels of formalization where communication lines are more fluid. D) are how individual and team work within an organization are coordinated.

C) are flexible and decentralized structures with low levels of formalization where communication lines are more fluid.

For most people, living in the age of social media has A) reduced concerns about personal privacy. B) increased the frequency of written communication. C) broadened one's audience base. D) all of the above

C) broadened one's audience base.

The ability to attract others, win their admiration, and hold them spellbound is A) power. B) influence. C) charisma. D) commitment.

C) charisma.

The influence tactic that works most effectively in organizations that value democratic decision making is A) pressure. B) coalition. C) consultation. D) ingratiation.

C) consultation.

Security, safety and social equality are all examples of A) cultural assumptions. B) cultural artifacts. C) cultural values. D) cultural orientations.

C) cultural values.

Challenge stressors refer to A) vagueness in regard to job responsibilities. B) stressors that detract from personal goals and prevent personal growth. C) demands and circumstances that cause stress but also promote individual growth. D) having insufficient time and resources to complete one's job.

C) demands and circumstances that cause stress but also promote individual growth.

Group members in the norming stage A) not only get the work done, but they also pay greater attention to how they are doing it. B) begin to explore their power and influence. C) find it easy to establish their own ground rules. D) try to figure out who likes whom.

C) find it easy to establish their own ground rules.

Which of the following make up the three factors that researchers focus on to evaluate the level of creativity in the decision making process? A) fluency, flexibility, innovation B) agility, fluency, originality C) fluency, flexibility, originality D) originality, agility, innovation

C) fluency, flexibility, originality

Collectivist societies tend to A) value individual achievement over interpersonal relationships. B) have employees who adapt readily to working in different teams. C) have employees who evaluate their group members higher than their counterparts in individualistic societies do. D) value loyalty much less than individualistic societies do.

C) have employees who evaluate their group members higher than their counterparts in individualistic societies do.

Research on team size suggests A) groups larger than 20 members are highly effective. B) teams with fewer members are less effective at working through differences. C) larger groups are generally required for very complex tasks. D) there is little relationship between team size and performance.

C) larger groups are generally required for very complex tasks.

A unique, nonroutine, important decision requiring conscious thinking, information gathering, and careful consideration of alternatives is a(n) A) programmed decision. B) operational decision. C) nonprogrammed decision. D) decision rule.

C) nonprogrammed decision.

The school district negotiator notes during contract negotiations with the teachers' union that the district cannot afford a 3% wage increase. The district negotiator presents the current expenditure budget, the projected tax revenue and state contributions, and the currently increasing unemployment rate in the community's tax base as evidence of the lack of extra money for the increases. The district negotiator is attempting to convince the teachers' negotiator to pull back his demands using A) inspirational appeals. B) pressure. C) rational persuasion. D) personal appeals.

C) rational persuasion.

The decision-making process where decisions are arrived at without conscious reasoning, arguing that experts make decisions by scanning the environment for cues to recognize patterns is A) the creative decision-making model. B) the bounded rationality model. C) the intuitive decision-making model. D) the rational decision-making model.

C) the intuitive decision-making model.

Malcolm is the manager of his department. After performance evaluations, he gives those who have met their goals for the year a pay raise. He gives his employees their assignments and leaves them to do their work but does monitor them so that if he notices a potential problem, it gets resolved before causing difficulties. What kind of contemporary leadership style is Malcolm demonstrating? A) directive leadership B) transformational leadership C) transactional leadership D) laissez-faire leadership

C) transactional leadership

Describe two ways in which organizational conflict can be managed.

Change the structure, Change the composition of the team, (also create common opposing force, create majority-rule, problem solve).

__________ refers to outsourcing a problem to a large group, and has been used successfully by companies like Netflix.

Crowdsourcing

Alemeda has just been hired by an aluminum maker to negotiate supply agreements between the aluminum firm and various international companies. What are some cultural issues that Alemeda should keep in mind as she begins negotiations?

Cultural issues that she should consider before going into negotiation are: -Some countries set a mood of friendliness -Business activity vs. social activity -First step is trust

Which of the following would be a good piece of advice to offer a company that is trying to enhance organizational creativity? A) Ensure team stability by keeping team membership intact for extended periods of time. B) Reduce task significance. C) Increase task conflict from moderate to high. D) Incorporate creative behavior into the performance appraisal process.

D) Incorporate creative behavior into the performance appraisal process.

How does a group differ from a team? A) A group is a cohesive coalition of people; a team is a collection of people. B) In a group, individuals have personal agendas. In a team, personal agendas are totally suppressed. C) Groups are smaller than teams. D) A group is often a collection of people working independently on their own goals; a team is assembled to accomplish complex goals.

D) A group is often a collection of people working independently on their own goals; a team is assembled to accomplish complex goals.

Which of the following questions might be asked during the norming stage of Tuckman's five-stage group evolution model? A) Are we using appropriate means to address differences so that conflicts can be avoided? B) Will I be successful at completing this task? C) I wonder what the other people in this group are like? D) Can you help me with this section of the project?

D) Can you help me with this section of the project?

Which of the following statements is true regarding leadership and culture? A) Ninety-eight percent of all leadership studies confirm cultural differences are small. B) The applicability of leadership theories to other cultures is a consistent finding in the research literature. C) Only decisiveness is a universal leadership trait. D) Given the differences between cultures, a sensitivity to those differences and the ability to adapt style to circumstances are needed in global leaders.

D) Given the differences between cultures, a sensitivity to those differences and the ability to adapt style to circumstances are needed in global leaders.

Research indicates which of the following findings regarding negotiations is correct? A) Those who encounter anger during negotiation are likely to counter with an accommodation approach to negotiations. B) Though men have a greater tendency to negotiate in a salary situation, they are no more successful than women in securing an increase. C) Setting integrative goals is no more likely to improve the chances of arriving at an agreement than going into negotiations with adversarial goals. D) Individuals who were unable to negotiate a deal in previous negotiation situations tended to have lower outcomes in subsequent negotiations than those who had initially negotiated deals in the past.

D) Individuals who were unable to negotiate a deal in previous negotiation situations tended to have lower outcomes in subsequent negotiations than those who had initially negotiated deals in the past.

Research indicates that exercise is an effective strategy for managing stress. Which of the following statements best describes some of the findings from studies on exercise and stress? A) Physically active breaks, like walking, actually increase mental fatigue. B) Exercise, like light calisthenics, actually absorbs energy. C) Light exercise tends to erode hand-eye coordination as well as fine motor control. D) Regular exercise increases the body's ability to draw oxygen out of the air, thus combating stress.

D) Regular exercise increases the body's ability to draw oxygen out of the air, thus combating stress.

Which of the following statements regarding the Zimbardo study is correct? A) The experimental guards received training before they were told to keep order. B) The guards became abusive and aggressive, but the prisoners exhibited little reaction. C) Study participants refused to adapt to their roles. D) The Zimbardo study was ended early due to the participant's deep entrenchment of the roles.

D) The Zimbardo study was ended early due to the participant's deep entrenchment of the roles.

Which of the following is a category of strategies that an individual can use to effectively manage their impression? A) personality B) social C) nonverbal D) all of the above

D) all of the above

Strong cultures A) facilitate the changes that must occur in firms during mergers and acquisitions. B) outperform weak cultures regardless of the volatility of the environment. C) are no more difficult to change than weak cultures. D) are evidenced by consensus among employees on the values of the company.

D) are evidenced by consensus among employees on the values of the company.

Bob meets with his subordinates on a regular basis to share concerns and information with the group. He takes their feedback but makes decisions on his own. According to the leadership decision tree, Bob has a(n) _____________ decision-making style. A) laissez-faire B) consultative C) group D) autocratic

D) autocratic

The United Auto Workers (UAW) and Ford Motor Company were negotiating a new agreement to address the auto industry woes during a severe economic downturn. Ford offered to consider delaying layoffs if the UAW agreed to changes in contractual work rules related to the jobs bank. This negotiation suggests the use of what conflict handling style? A) avoidance B) collaboration C) accommodation D) compromise

D) compromise

Tall structures provide A) employees greater levels of role ambiguity. B) employees with greater self-actualization need satisfaction. C) employees with greater security need satisfaction. D) managers with a greater span of control.

D) managers with a greater span of control.

Research on workplace stressors indicates A) role conflict is the strongest predictor of poor performance. B) when role ambiguity is low, new employees have a difficult time fitting into their new organizations. C) role conflict hurts job performance, but role overload has little impact on job performance. D) the fragmented fashion in which we work due to information overload impacts mental acuity and creativity.

D) the fragmented fashion in which we work due to information overload impacts mental acuity and creativity.

Which of the following statements regarding positive emotions is true? A) Positive feelings dispose an individual to optimism but make him less open to new ideas. B) Individuals feeling positive emotions are more realistic in their evaluation of the environment. C) Positive emotions are associated with less creativity, but higher productivity. D) Having positive emotions can lead to upward positive spirals of good emotions.

D)Having positive emotions can lead to upward positive spirals of good emotions.

The social issues of _________ and ____ derailed the PointCast deal and are among the most difficult aspects of negotiating mergers today.

Ego, corporate pride

The subject of __________ ____________, examined by Daniel Goleman, looks at how people can understand each other more completely by becoming more aware of their own and others' emotions.

Emotional Intelligence

A person who is talkative, outgoing, sociable and enjoys social situations is ___________.

Extraverts

When you say, "I know I should have taken this car in for service when I first heard the noises, and now it's just quit on me," you are exhibiting the decision-making trap, _________ ________.

Hindsight Bias

Do groups make better decisions than individuals? Briefly explain your answer.

Not necessarily. The ideal style is dependent on the context of the situation. Group decision making benefits from a diverse pool of knowledge and expertise to contribute to a higher quality solution and leads to easier implementation as members feel invested since they contributed to the decision. Group decision however is susceptible to groupthink, coordination problems, and require a larger time commitment than individual decision making. Individual decision making is ideal for situations where the individual has the knowledge necessary to make an informed decision, if the decision must be made in a quick time frame, or if there will be no issues with implementing the decision.

Leaving employees alone, and, as a manager, waiting until something happens before interacting is _____________ ____________ ____ _____________.

Passive management by exception

The influence tactic that causes you to help another person because you like him or her and he or she asked for your help is _________ ___________.

Personal appeal

Some experts suggest that creativity is the interaction among the three factors of _______________, ________________, and ________________.

Personality traits, attributes, situational context

___________ is the third phase of the negotiation process where you assemble the gathered information in a way that supports your position.

Presentation

Define proxemics and provide an example of it.

Proxemics is the different kinds of distance that occur between people. They include intimate, personal, and social. The distance you are at if you are about to embrace someone would be considered intimate when social refers to a more public speaking stance.

One of the biggest complaints about college courses is often the requirement to work in groups. Many students are uncomfortable with group work because some of their colleagues do not fully participate in the assignments leaving individual members with extra work to do. What are some actions you can take the next time you are assigned to a group that will help prevent such social loafing in your group?

Social Loafing - tendency of individuals to put in less effort when working in a group context; social loafing increases as group size increases -Carefully choose the number of individuals you need to get the task done. -Clearly define each member's tasks in front of the entire group. -Design and communicate to the entire group a system for evaluating each person's contribution -- it will increase sense of accountability -Build a cohesive group -- strong relational bond → more committed to each other and the success of the group. -Assign tasks that are highly engaging and inherently rewarding -Make sure individuals feel that they are needed; make sure that everyone feels included and needed by the group so they don't feel discouraged and are unlikely to contribute in the future.

Describe Affective Events Theory.

Specific events on the job cause different kinds of people to feel different emotions and thus inspire actions that can benefit or impede others at work. The six major emotions found in the workplace include: anger, fear, joy, love, sadness, and surprised. An event like receiving praise from a boss may give you a feeling of happy/surprised and may later be inspired to volunteer to assist a colleague.