Organizational Behavior Chapter 8-14
As compared with traditional work groups, teams A) are organized around work processes rather than functions. B) delegate their staff functions and decisions to outside managers. C) are governed by outside leaders. D) have no sense of ownership over the work products.
A
Compared to teams, members of traditional work groups A) have no sense of ownership over the work products. B) are able to govern themselves. C) do not require outside support staff. D) are involved in making organizational decisions.
A
Creativity is enhanced when people are able to take a fresh look at even the most familiar things. This is known as A) divergent thinking. B) creativity heuristics. C) domain-relevant skills. D) productive forgetting.
A
For which of the following countries are the cultural values very different from most OD values? A) Peru B) Ireland C) Norway D) USA
A
Simple rules of thumb that guide the decision-making process are called A) heuristics. B) framing. C) analysis. D) biases.
A
To reduce uncertainty in decision-making situations, a decision maker needs A) information. B) risk management. C) intuition. D) group facilitation.
A
Which of the following would be a symbol of informal status within an organization? A) Possession of special skills B) Appointment to an important committee C) Reserved parking space D) Size and location of office
A
) The phenomenon called groupthink is more likely to occur when A) groups attempt to achieve the benefits of individual creativity. B) members of cohesive groups suspend their individual judgments to maintain group unity. C) a problem is presented to group members with instructions to submit ideas anonymously. D) all group deliberations are held in public to avoid the appearance of secret deals.
B
A company has a competitive advantage over another when A) newly introduced goods are in high demand. B) customers perceive its products or services as being superior. C) its sales revenue is greater. D) it can produce the products or services at a lower cost
B
The ________ organizational theory argued that economic efficiency is not the only goal of an industrial organization, but that employee satisfaction is a goal as well. A) mechanistic B) neoclassical C) organic D) classical
B
The degree of risk involved in making a decision is dependent upon A) the amount of money involved. B) the probability of obtaining the desired outcome. C) the impact of the decision on the lives of others. D) the number of people involved in making the decision.
B
The idea behind the ________ technique is to bring together a small number of individuals who systematically offer their individual solutions to a problem and share their personal reactions to othersʹ solutions. A) GDSS B) nominal-group C) brainstorming D) Delphi
B
The manager of a real estate office reorganized the sales people to permit them to concentrate on single-family homes, apartment buildings, land, or commercial property. Separating responsibilities in this way is referred to as A) a departmental design. B) division of labor. C) standardization. D) a functional structure.
B
The managerial grid identifies high scores on both dimensions, the 9,9 pattern, as A) ʺcountry clubʺ management. B) team management. C) ʺorganizational manʺ management. D) impoverished management.
B
Withdrawing from markets where the company is less effective and concentrating resources in markets where the company is likely to be more effective describes A) turnaround strategies. B) market concentration strategies. C) exit strategies. D) market-share increasing strategies.
B
ʺDoomsday managementʺ refers to A) coping with extreme, unpredicted events. B) introducing the idea that there is an impending crisis. C) gradual change. D) a change in the organizationʹs strategy.
B
At an interview with a national accounting firm, Hugo claimed that this firm is his first choice and that his long-term goal is to become a partner. Observing that Hugo was dressed in jeans and a T-shirt, the interviewer thought otherwise. The communication model would identify Hugoʹs choice of clothing as A) decoding. B) noise. C) disruption. D) perception.
B. Noise
Pathways along which unofficial information travels are commonly called A) multi-level communication. B) the grapevine. C) the rumor mill. D) horizontal communication.
B. the grapevine
A family-owned restaurant has many photos of the ownersʹ children displayed throughout the dining rooms. These ________ communicate the firmʹs values of family, friendliness, and continuity. A) ceremonies B) ʺstatements of principleʺ C) symbols D) cultural icons
C
According to image theory, people make decisions on the basis of a simple two-step process. What are the two steps? A) Formulation process; implementation process B) Rationality; satisficing C) Compatibility test; profitability test D) Evaluation; selection
C
Although Julie was a math major in college, her first job after graduation was teaching at an elementary school. During the first month, the school principal sat in her classes to monitor her performance. According to social facilitation research, how would the presence of the principal affect her teaching? A) She would teach as though the principal was not there. B) Her teaching performance would improve significantly. C) Her teaching performance would suffer. D) The students would endeavor to make her job easier.
C
Amandaʹs team leader determined that she had the necessary skills to be creative. However, this alone was not sufficient for her to succeed in a creative environment. She also needed intrinsic task motivation, which refers to A) Amanda being able to cooperate with others and sharing the credit for outcomes. B) responding to failure with increased commitment. C) working because she found it to be interesting, engaging, or positively challenging. D) being able to think outside-the-box.
C
Chris, a manager, enjoys solving complex problems. He tends to approach decisions by carefully analyzing alternatives. He is utilizing a(n) ________ style of decision-making. A) directive B) conceptual C) analytical D) behavioral
C
Group decision making is superior to individual decision making when A) there are significant time constraints. B) there is strong leadership. C) the membership is heterogeneous with complementary skills. D) the possible solutions are expected to produce little conflict.
C
In a(n) ________ organization each division would be responsible for recruiting its employees, while all the recruiters would work together in the HR department at a(n) ________ organization. A) emergent; neo-classical B) traditional; efficient C) product; functional D) decentralized; centralized
C
In the contingency approach to organizational design, the organization should be structured to reflect A) its employees. B) its top executives. C) its external environment. D) its customers.
C
In the managerial grid, a country club management style describes a manager who A) scores moderately on both the concern for production and concern for people scales. B) is more concerned with having a good time than managing the group. C) demonstrates a high concern for people with little concern for production. D) is able to keep the employees happy while encouraging them to work hard.
C
In work teams, ________ involves learning the jobs performed by other team members. A) redundancy B) supervision C) cross-training D) initiation
C
Innovation is defined as A) the process by which novel and useful ideas are produced. B) the development of new products and services to meet consumer needs. C) the successful implementation of creative ideas. D) the readiness and ability to change with the times.
C
Jodie did not want to begin interviewing before spring semester of her senior year, and she limited her job search to firms located in the Midwest that interviewed on her campus. After receiving four offers meeting those criteria, she selected the job paying the highest salary with the best training program. This is an example of A) satisficing. B) empowered decision making. C) bounded rationality. D) optimizing.
C
People in ʺin-groupsʺ are more likely to A) resign from their jobs. B) be less satisfied with their jobs. C) receive more mentoring from their bosses. D) be dissimilar to their bosses.
C
Second-order change refers to A) incremental change. B) strategic planning. C) radical change. D) mandatory planning.
C
Social scientists define a(n) ________ as a collection of two or more interacting individuals with a stable pattern of relationships between them who share common goals and who perceive themselves as being a group. A) formal group B) organization C) group D) task force
C
The HR directorʹs approach to filling vacant positions is to continue to interview candidates until he finds one who meets the job requirements, although there may be others with better qualifications. The decision-making approach is called A) economical. B) framing. C) satisficing. D) realistic.
C
The administrative model of decision making recognizes A) that time limits the search for options. B) the necessity of making the optimal decision. C) that decision makers do not have perfect information. D) that humans are naturally risk adverse.
C
The basic assumption of the trait approach is that A) anyone can be trained to lead. B) managers need to develop certain traits before they can lead others. C) some people are naturally born leaders. D) followers need to respect their leaders if they are to be successful.
C
The great person theory assumes that great leaders A) can be trained to command and influence others. B) must have a disposition that is compatible with their followers. C) possess key traits that set them apart from others. D) are successful if their personality matches the situational requirements.
C
The process of using multiple sources to evaluate the work of an individual is called A) situational leadership assessment. B) networking assessment. C) 360-degree feedback. D) coaching.
C
The trustees of a small New England college, which had traditionally recruited its students from the local community, decided to diversify their student body by recruiting both nationally and internationally. What is the likely effect of this change on the collegeʹs culture? A) The students and faculty will embrace the change. B) The students will become even more closely knit. C) The collegeʹs culture can be expected to change significantly. D) There will be a loss of cultural symbols and jargon.
C
The type of innovation that continues to improve an existing service or product, and has a minor impact on existing business, is called A) radical innovation. B) disruptive innovation. C) sustaining innovation. D) end-user innovation.
C
Which of the following is NOT a characteristic of a healthy organizational culture? A) Commitment to doing things well B) Ongoing collaboration and integration between units C) Integrity is questioned as a normal part of work D) Mistakes are tolerated
C
Which of the following is NOT a rule of brainstorming? A) Build on othersʹ ideas B) Offer as many comments as possible C) Criticize othersʹ ideas freely D) Share even far-out suggestions
C
Which of the following is an example of a leaderʹs personal power? A) Cohesive followers B) Informational power C) Rational persuasion D) Coercive power
C
Which of the following would require a non-programmed decision? A) A college board voting whether or not to grant tenure to a professor B) Congress debating whether to raise taxes on the middle class C) A service academy considers amending its ʺdonʹt ask, donʹt tellʺ policy D) A new graduate faced with three job offers
C
ʺThe process by which an individual influences others in ways that help attain the group or organizational goalsʺ defines A) vision. B) strategic management. C) leadership. D) teamwork.
C
In comparing on-line with face-to-face communications, it was found that members of on-line groups A) generated richer insights. B) preferred anonymity. C) made more comments. D) made longer comments.
C.
The communication model defines noise as A) the inability of the sender to get the receiverʹs attention. B) background sounds that distract the senders and receivers. C) factors that distort the clarity of the message. D) preconceived ideas and perceptions about the other party.
C.
E-mail messaging, Web conferencing, and text messaging are all examples of ________ communication. A) informal B) two-way C) computer-mediated D) non-verbal
C. computer-mediated
Denny has a low LPC score and was extremely ineffective in a group where situational control was moderate. What should be done to improve group effectiveness? A) Improve Dennyʹs relationships with his followers. B) Send Denny to a management training seminar. C) Increase Dennyʹs LPC score. D) Replace Denny with a high LPC leader.
D
Fear of the unknown, threats to social relationships, and habit are all A) causes of structural inertia. B) pressures on organizations to change. C) indications of economic insecurity. D) individual barriers to change.
D
In organizational behavior, creativity is defined as A) the introduction of new products to the market. B) designing the system of authority and responsibility for members. C) forming task forces and think tanks to investigate new trends. D) the process by which individuals or teams produce novel and useful ideas.
D
In the decision-making process, what happens at the predecision step? A) Alternative solutions are generated. B) The decision makers establish the objectives to be met. C) The decision makers attempt to recognize the problem. D) A decision is made about how to make the decision.
D
Jack Welch, retired CEO of GE, has been identified as a transformational leader. Why? A) He was able to achieve great things through others. B) He had a charismatic personality that drew others to him. C) He used a perfect match of reward and coercive power to get things done. D) He had a vision and inspired others to implement that vision.
D
The first step in the decision-making process is to A) make a predecision. B) define objectives. C) generate alternatives. D) identify the problem.
D
Which personality variable is most closely related to creativity? A) Extraversion B) Introversion C) Neuroticism D) Openness to experience
D
________ is a highly effective method of developing leaders that involves custom-tailored, one-on-one learning aimed at improving an individual leaderʹs performance. A) Mentoring B) 360-degree feedback C) Networking D) Executive coaching
D
________ is a leadership development tool designed to help leaders learn to whom they should turn for information. A) Assessment B) Coaching C) Mentoring D) Networking
D
Managers prefer using oral communication when A) giving negative information. B) providing sensitive information. C) seeking advice. D) communicating ambiguous messages.
D.
A Permissive Democrat combines a high degree of subordinate participation in decisions with close supervision.
F
A boundaryless organization can best be described as anarchy - no one is in charge, there is no organization, and performance expectations are minimal
F
A company has a competitive advantage over other businesses when it continually outperforms the competition
F
A large multinational company has multiple divisions within the U.S. and many foreign countries. Each division has its own unique subculture. As a result, one would not expect to find a dominant culture reflecting the companyʹs core values that are shared throughout the organization
F
A large organization can be considered decentralized if it has operations in many U.S. and foreign locations
F
Personal-power motivation is a leadership trait that refers to a leaderʹs need for achievement
F
Research has shown that employees at all levels of an organization value and support decentralization and participation in decision-making
F
Research indicates that people can be more creative when they are closely supervised and are able to work alone without distractions from coworkers.
F
Since organizations are composed of human beings, the organizationʹs culture is a melting pot of the various peoplesʹ personalities
F
The terms ʺleadershipʺ and ʺmanagementʺ can be used interchangeably. Both refer to the process of influencing others in ways that help attain group or organizational goals.
F
There is very little an organization can do to promote creativity. It is an innate skill. Either a person is by nature creative or he or she is not
F
To be effective and to guarantee high quality, virtual organizations must maintain close control over the companies with which they do outsourcing
F
In social science, three people waiting at the bus stop are considered a group, as is the board of directors of a large corporation.
FALSE
One way to distinguish a team from a work group is that a team governs itself to some extent, while a work group is subject to external control.
FALSE
Research on teams indicates that teams always make both individuals and organizations more effective
FALSE
An obvious disadvantage of the nominal group technique is that the members must meet face-to-face to consider the problem and to offer possible solutions.
False
People who take a long time to make decisions and change their minds frequently are termed ʺbehavioral.
False
Research indicates that brainstorming groups are more productive than individuals working alone when working on creative problems
False
Since we live in a democracy, it is always preferable to use a group decision-making approach
False
The Board of Trustees asked the Dean of Students how many freshmen used alcohol on a regular basis. Since she didnʹt have time to conduct a survey, the Dean replied ʺabout forty percentʺ based on her experience as a student twenty years earlier. The Dean of Students used a representative heuristic.
False
The administrative model recognizes that the decision maker must have full and accurate information before being able to make a satisfactory decision
False
The college dean prefers to make all important decisions regarding hiring, teaching schedules, and tenure and promotions. This is an example of empowered decision making
False
The tendency for decision makers to adhere to the first idea that comes into their heads is called hypervigilance
False
To use the Delphi technique, a group leader would assemble the members, present the problem, and invite each to suggest possible solutions. There would be no evaluation of the suggestions until all possible solutions had been submitted.
False
When performing complex problems, groups are superior to individuals, as long as members have heterogeneous and complementary skills.
False
) Elizabeth has a low LPC score and is proving ineffective in managing a group identified as having moderate situational control. The best way to respond to this would be for the organization to replace Elizabeth with a high LPC leader.
T
An adhocracy culture is often found in organizations that must make rapid changes in the ways they operate
T
Decision makers often use heuristics, or simple rules of thumb, to guide them through a complex set of decision alternatives
True
In a successful brainstorming group, members are encouraged to share their ideas freely, without fear of criticism. One person may build on another memberʹs ideas.
True
Most managers have one dominant decision-making style, but use many different styles
True
People of a directive style of decision making prefer simple, clear solutions to problems, and make decisions rapidly.
True
Professor Goldstein required his laboratory assistant to have a GPA of 3.0 and to have taken at least two biology classes. He chose the first student applicant who met these minimum requirements. Professor Goldstein made a satisficing decision.
True
Strategic decisions, such as expanding into the global market, are classified as nonprogrammed because they have important long-term implications for the organization
True
The advantage of the Delphi technique is that it allows the collection of expert judgments without the costs and logistical difficulties associated with bringing many experts together for face-to-face meetings
True
The environmental activist was framing the problem when his report only listed the positive aspects of increasing the sales taxes on trucks.
True
Whether groups perform better than individuals is dependent upon the nature of the task at hand and the expertise of the people involved
True
A major reason that teams fail is A) management does not support them. B) conflicting personalities of team members. C) groupthink. D) differences in background among team members.
A
A senior senator who is able to influence the behavior of newly elected representatives, because the younger representatives like and admire him, is exercising his A) referent power. B) legitimate power. C) charisma. D) expertise.
A
A textile company grows its own sheep, harvests the wool, weaves the cloth, and manufactures the garments which are marketed on its Internet website. This company is said to be A) vertically integrated. B) a bureaucracy. C) a conglomerate. D) modular.
A
Alex had been rehearsing the class presentation of his term projects. On the day, he was surprised to discover that his presentation was so much better than the practice runs in his dorm room. What was the most likely cause for this? A) Alex knew the material well. B) Alex had memorized his ʺlinesʺ thoroughly. C) His girlfriend sat in on the class to encourage him. D) The presentation counted for 50% of his grade in the class.
A
Although different companies have different organizational cultures, in all companies organizational culture serves each of the following vital functions, except A) it illustrates tangible outcomes for people who comply. B) it clarifies and reinforces standards of behavior. C) it provides a sense of identity for members. D) it generates commitment to the organizationʹs mission.
A
An organizationʹs dominant culture A) reflects the core values that generally are shared throughout the organization. B) flows from the values and personality of the organizationʹs founder. C) reinforces the organizations assumptions and core values and ensures that they are perpetuated over time. D) overwhelms the organizationʹs stakeholders, both internal and external.
A
Formal efforts directed towards making teams effective are referred to as A) team building. B) initiation ceremonies. C) groupthink. D) orientation programs.
A
How are norms different from organizational rules? A) Unlike norms, rules are formal and written. B) Norms apply to all members and rules do not. C) Rules apply to important behaviors and norms are limited to minor actions. D) Members are sanctioned for breaking rules but not for violating norms.
A
Leadership training is based on the assumption that A) leadership makes a difference in organizations. B) leaders are born, not made. C) not everyone can develop leadership skills. D) there is only one way to train people to be leaders.
A
Lower-level employees have little or no opportunity to make decisions in A) top-down decision making. B) empowered decision making. C) rational decision making. D) programmed decision making.
A
Overloaded with constant interruptions, phone calls, reports, e-mails, and scheduled meetings, the CEO hired an administrative assistant to serve as ________. The assistantʹs primary function was to control the CEOʹs appointment schedule and the flow of information. A) gatekeeper B) filter C) scheduler D) screener
A
Product organizations have several drawbacks, including A) the loss of economies of scale stemming from duplication of activities. B) the inability to focus on overall organizational goals. C) employees develop a narrow perspective of the companyʹs operations. D) each unit lacks all the resources needed to develop, manufacture, and sell its products.
A
Proscriptive norms dictate behaviors that should be A) avoided. B) reserved for special occasions. C) performed. D) limited to new members.
A
Reacting to political pressure, National Tobacco Company is adopting a(n) ________ strategy by withdrawing from the U.S. market and liquidating its assets. A) exit B) turnaround C) withdrawal D) bankruptcy
A
Recognizing that there is no one-best-style of leadership is the philosophy behind the A) contingency theory. B) transformational leadership theory. C) Managerial Grid. D) leadership effectiveness approach.
A
The ________ design is most likely to be adopted when organizations face a complex and uncertain environment and need economies of scale in their use of internal resources. A) matrix B) virtual C) functional D) organic
A
The ________ theory focuses on how leaders form different kinds of relationships with various groups of subordinates. A) LMX B) managerial grid C) servant leadership D) LPC
A
The role of the leader is changing as organizations replace traditional work groups with teams. Team leaders are more likely to A) share the limelight with all their team members. B) relate to team members individually. C) work at reducing conflict between individuals. D) focus on training employees.
A
What are the targets that a manager can change? A) People, technology, and structure B) Demographics and governmental regulation C) Competition and economic conditions D) Demographics and competition
A
Which of the following collections of people would be defined as a group? A) Two co-workers meeting for coffee each morning B) Several employees standing at the office water cooler C) Five children waiting for the school bus D) A small community bank
A
________ involves changes that are carefully planned and deliberate. A) Strategic planning B) Incremental change C) Strategic analysis D) Quantum change
A
________ is an OD technique that focuses attention away from an organizationʹs shortcomings and towards its capabilities and potential. A) Appreciative inquiry B) Competitive intelligence C) Management by objectives D) Survey feedback
A
In the communication process, what is meant by decoding? A) Converting a message back into the senderʹs original ideas B) Clarifying a message that has been received from another C) Translating an idea into a form that can be recognized by a receiver D) Selecting from many possible channels which one would be more effective
A.
What is an emoticon? A) A graphic representation of a facial expression B) An attempt to solicit personal information via e-mail C) A series of small-group discussions conducted on-line D) A computer virus that spreads rapidly throughout a network
A.
Which of the following statements are accurate regarding employee handbooks? A) They are formal documents describing basic information about the organization. B) They are used primarily for orienting new employees. C) Statements in employee handbooks are not legally binding. D) Handbooks are not widely used today, having been replaced by the intranet.
A.
Without ________ people would not know what to do, and groups and organizations would not be able to operate effectively. A) communication B) leadership C) strategic planning D) organizational structure
A. Communication
A fast-food franchise would be classified as a(n) ________ form of organizational design since it is highly standardized with rigid rules and centralized authority in a stable environment. A) organic B) mechanistic C) horizontal D) neo-classical
B
A formal system in which people at all levels give feedback to others at different levels and receive feedback from them, as well as outsiders, is called A) 360-degree feedback. B) a suggestion system. C) a universal appraisal. D) corporate hothouse feedback.
B
A sportswear company has no production facilities of its own. It designs the apparel and contracts all their manufacturing to companies in low-wage countries. This enables it to concentrate on monitoring the changing tastes of its customers. This describes a A) mechanistic organization. B) modular organization. C) horizontally-integrated organization. D) virtual organization.
B
Every discipline, culture, or organization has its own special language - words and abbreviations. While it facilitates communication within the group, it interferes with communication with outsiders. This specialized language is called A) a dialect. B) jargon. C) code words. D) gibberish.
B
For Gnik Pharmaceuticals to be successful in the competitive drug-development industry, it must continue to boost the creativity of its scientists. Which of the following activities is most likely to encourage research creativity? A) Restricting each scientist to a specific task to encourage heightened concentration B) Enhancing the degree to which tasks are intrinsically interesting C) Closely monitoring each scientistʹs progress D) Assigning challenging creative goals for each scientist
B
General Electric is described as having a ________ culture that emphasizes competitiveness and productivity while taking a very hard-driving, results-oriented approach to getting things done. A) bottom-line B) market C) discretionary D) hierarchy
B
Government agencies, which tend to have an internal focus and emphasizes stability and control, are classified as having a(n) A) adhocracy culture. B) hierarchy culture. C) autocracy culture. D) clan culture.
B
Having creative coworkers raises an employeeʹs level of creativity when A) rewards are closely linked to creative output. B) the employees are not closely monitored. C) the coworkers closely inspect each othersʹ work. D) compensation is tied to effort and not necessarily results.
B
If three automobile companies (from North America, Europe, and Asia) joined forces to develop a fuel-efficient engine, they would be operating A) a conglomerate. B) a strategic alliance. C) a virtual organization. D) a mega corporation.
B
In ________ organizations, chains of command are eliminated, spans of control are unlimited, and rigid departments give way to empowered teams. A) virtual B) boundaryless C) horizontal D) modular
B
In a centralized organizational structure A) the staff personnel are given more status and authority. B) a few powerful individuals hold most of the decision-making power. C) all of the organizationʹs employees are located in one central place. D) people are permitted to make decisions that affect their daily activities.
B
In the traditional organizational structure, span of control refers to A) the number of levels in the hierarchy of authority. B) the number of people formally reporting to each individual manager. C) the total number of people employed at each location. D) the chain of command through which authority and responsibility flows.
B
Max Weber and Frederick Taylor believed that effective organizations were ones that had A) a flat structure with a high degree of decentralization. B) a formal hierarchy, a clear set of rules, and specialization of labor. C) a preference for nepotism. D) alotofred-tape to discourage empire building
B
OD seeks to enhance organizational performance by improving the quality of the work environment and the A) two-way flow of communications. B) attitudes and wellbeing of employees. C) commitment to goals and objectives. D) system of appraisal and rewards.
B
Organizational development techniques wonʹt work globally if A) they are developed for U.S. organizations. B) they donʹt fit with the cultural styles of the nation. C) they are viewed as American interventions. D) the organization is part of a government monopoly.
B
Organizations that are identified as having an adhocracy culture emphasize A) stability and attention to whatʹs going on inside the organization. B) flexibility while paying attention to the external environment. C) hierarchical control and attention to the external environment. D) adaptation to change while focusing on the needs of the employees.
B
Professor Collins is able to award grades to students at the end of each semester because the college has granted her A) personal power. B) legitimate power. C) coercive power. D) expert power.
B
Research has shown that transformational leaders raise their groupʹs cohesiveness, which in turn influences A) follower satisfaction. B) group performance. C) the leaderʹs position power. D) the leaderʹs profile.
B
Some student actors perform exceptionally well in front of an audience while others forget their lines. This phenomenon is called A) stage fright. B) social facilitation. C) audience effect. D) performance anxiety.
B
The ________ Leadership theory argues that a leaderʹs style should depend on the maturity of followers -that is, their readiness to take responsibility for their own behavior. A) Emerging B) Situational C) Behavioral D) Path-Goal
B
To promote innovation management one should A) remove all time constraints to discourage a sense of urgency. B) carefully link goals to the corporate mission, but not so specific that they are restrictive. C) make it clearly understood that people who fail to produce will be replaced. D) implement a generous compensation system that directly rewards oneʹs contributions to achieving the goals
B
Tom, Cole, Sean, and Abigail have never met one another. They are employed by Precision Software to develop new products, live in different states, and communicate electronically. However, they have collaborated to develop some of the best-selling games on the market. They are members of a(n) A) self-managed work team. B) virtual team. C) temporary work team. D) electronic organization
B
What is the role of stories and legends in an organizationʹs culture? A) They are the special language that defines the culture. B) They illustrate key aspects of the organizationʹs culture. C) They reinforce the organizationʹs hierarchical structure. D) They invoke a longing for the ʺgood old days.ʺ
B
Which of the following is NOT a rule of supportive communication? A) Focus on the problem, not the person B) Assertively defend your point of view C) Keep the conversation going D) Match your words and body language
B
Which of the following is true about an organization with a strong culture? A) Very little time is spent communicating the organizationʹs values and beliefs. B) Prospective employees are closely screened for fit with values. C) There are many subcultures within the organization. D) There is no need for a written creed or statement of values.
B
Which of the following people would be holding a staff position? A) The cashier at a grocery store B) The Director of Human Resources at a university C) A semi-skilled assembly-line worker employed by an auto company D) An auditor employed by a national accounting firm
B
________ are defined as generally agreed upon informal rules that guide group membersʹ behavior. A) Expectations B) Norms C) Regulations D) Roles
B
________ is the process of formulating, implementing, and evaluating organizational changes in ways that enable an organization to achieve its objectives. A) Management by Objectives (MBO) B) Strategic planning C) Decision analysis D) Goal setting
B
At Allied Promotions, Inc. a team of nine people have a high degree of autonomy. With no formal supervisor, they make work assignments, decide on the pace of work, etc. This indicates that they are members of A) leaderless working arrangement. B) fully-autonomous work team. C) a self-managed work team. D) semi-autonomous work group.
C
Division of labor A) encourages people to perform a variety of tasks. B) is appropriate for smaller organizations. C) permits people to specialize in one function. D) promotes job satisfaction.
C
For change to be accepted, it is necessary to A) facilitate direction from the senior management of the company. B) establish a system of rewards and punishments linked to participation. C) win the support of the most powerful and influential individuals in the company. D) reward the individuals who contribute the most to the strategy.
C
Making relatively simple decisions on the basis that it ʺseems like the right thing to doʺ describes A) satiating. B) bounded rationality. C) image theory. D) satisficing.
C
Many organizations have changed their structure by practicing ________, that is, they eliminated non-core sectors of their business and hired outside firms to perform these functions. A) offshoring B) contracting C) outsourcing D) resourcing
C
McKenzie quit her job claiming that the organization had a toxic culture. To what was she referring? A) The working environment was unsafe. B) The work was monotonous. C) The employees did not feel valued. D) The firm was filing for bankruptcy protection.
C
The strength of group membersʹ desire to remain part of the group is an indication of the groupʹs A) satisfactoriness. B) productivity. C) cohesiveness. D) stability.
C
To be considered a group, a collection of individuals must A) be recognized by the organization. B) establish a formal organizational structure. C) perceive themselves as being a group. D) have at least three members.
C
What is a programmed decision? A) A problem solved by upper-level management B) A problem requiring a novel solution C) A problem requiring a routine decision D) A problem with long-term implications
C
Messages based on speculation, someoneʹs overactive imagination, and wishful thinking, are known as A) distortions. B) grapevine transmissions. C) rumors. D) informal communication.
C. rumors
Face-to-face talks, telephone conversations, letters, and e-mail messages are classified as A) planned communication. B) workplace communication. C) verbal communication. D) informal communication.
C. verbal communication
A problem is presented to a panel of experts, usually in writing, and each proposes an appropriate solution. All responses are sent to the experts for additional responses. The process continues until a consensus is reached. This describes the A) brainstorming technique. B) stepladder technique. C) nominal group technique. D) Delphi technique.
D
A small high-tech startup company, where management is highly informal and employees govern themselves, would be classified as having a ________ culture. A) adhocracy B) innovative C) discretionary D) clan
D
A tobacco company, facing increased government intervention and regulation, diversified its assets by buying a textile manufacturer, a gold mine, and a shopping mall. Although each business had its own management team, the parent company provided oversight control. The tobacco company would have formed a A) strategic alliance. B) maquiladoras. C) value-chain partnership. D) conglomerate.
D
Allowing employees to make the decisions required to do their jobs without seeking supervisory approval is the idea behind A) top-down decision making. B) rational decision making. C) programmed decision making. D) empowered decision making.
D
Andrew will be completing his MBA this semester. He is looking for a job that pays at least $60,000, provides major medical insurance, and is within a dayʹs drive from his aging parentsʹ home. When he received a job offer of $65,000, with full medical insurance, and in his hometown, he accepted it. His decision-making behavior is called A) optimizing. B) satisficing. C) affiliative. D) rational.
D
As a former president, George W. Bush is unable to command U.S. military operations. This is because he lacks A) reward power. B) expert power. C) referent power. D) position power.
D
Change that is continuous in nature, involving no major shifts in how an organization operates is known as A) planned change. B) second-order change. C) quantum change. D) first-order change.
D
Cross-functional teams are composed of employees A) from the same specialty area taking on duties once performed by their supervisor. B) who work together all the time. C) who operate across space, time, and organizational boundaries. D) at identical organizational levels, but from different specialty areas.
D
In Mintzbergʹs five organizational forms, the ________ design fits best for organizations that are simple, informal, and decentralized. A) professional bureaucracy B) simple structure C) machine bureaucracy D) adhocracy
D
In a meeting with union officials, the plant manager described the growing competition from foreign imports. He told the union officials that if they did not agree to wage concessions, the plant would have no alternative but to close down. This is an example of A) decision-making bias. B) business-as-usual. C) heuristics. D) framing.
D
In a(n) ________ organization, there only are a few levels of authority and responsibility. A) hierarchical B) efficient C) tall D) flat
D
In an attempt to reverse a sales slump, the Presto Cycles Company doubled its advertising expenditures. When this failed to reverse the downward spiral, they invested even more money in advertisements. This trend continued until the firm was forced into liquidation. Presto Cyclesʹ actions are an example of A) saturation bombing. B) poor judgment. C) rules-of-thumb. D) escalation of commitment.
D
Just as people have unique personalities that distinguish them from others, each organization has a unique A) structure. B) credo. C) society. D) culture.
D
Matrix organizations offer several advantages, including A) they promote the efficient use of the organizationʹs financial resources. B) they relieve frustration and stress by centralizing authority. C) they can be introduced rapidly to respond in a crisis situation. D) they permit the flexible use of an organizationʹs human resources.
D
Organizational development is defined as a set of social science techniques designed to plan and implement change in work settings for purposes of improving the effectiveness of organizational functioning and A) generating additional resources for future advancement. B) ensuring the future growth and survival of the organization. C) improving the efficiency of organizational processes. D) enhancing the personal development of individuals.
D
Organizations that have developed the capacity to adapt and change continuously are known as ________ organizations. A) intervention B) developmental C) adaptive D) learning
D
People have two bosses, or duality of authority, in ________ organizations. A) functional B) product C) emergent D) matrix
D
People who scored low on the consideration dimension A) are identified as impoverished management. B) are classified at middle-of-the-road management. C) are primarily concerned with getting the job done. D) donʹt care much about how they get along with their subordinates.
D
Several companies form a temporary organization to capitalize on their existing skills to pursue a common objective. Each participating company contributes only its core competencies. This emerging design would be classified as a ________ organization. A) matrix B) horizontal C) modular D) virtual
D
Southern Fried Fishʹs sales began to fall in response to reports about the dangers of a high-fat diet. In response, Southern Fried Fish changed its name to Southern Seafood and introduced non-fried items to the menu. They were adopting a(n) A) exit strategy. B) market-concentration strategy. C) pro-active strategy. D) turnaround strategy.
D
Strategic planning is needed when A) the current equilibrium needs to be retained. B) the business is outperforming all expectations. C) there is a change in organizational leadership. D) current objectives no longer can be met.
D
The ________ model of decision-making seeks to make the optimal decision after considering all possible alternatives. A) proscriptive B) administrative C) non-programmed D) rational-economic
D
The ________ theory believes that a leader has a relatively fixed style that cannot be changed through training. A) trait B) situational C) Managerial Grid D) LPC contingency
D
The first step in the organizational innovation process is A) setting the stage. B) producing the ideas. C) assessing the outcome. D) setting the agenda.
D
The formal configuration between individuals and groups with respect to the allocation of tasks, responsibilities, and authority is referred to as A) an organization chart. B) organizational design. C) the organizational hierarchy. D) organizational structure.
D
The organizational development process will be perceived as unethical if A) management excludes input from lower-level employees. B) the results of the intervention are not measured. C) the organization has a strong ethical culture. D) it is viewed as coercive and manipulative.
D
The primary function of a(n) ________ is to provide the vision for the organization, while the ________ job is to implement that vision. A) board; executiveʹs B) manager; employeeʹs C) executive; leaderʹs D) leader; managerʹs
D
The specific skills and abilities that an employee possesses which are necessary to perform certain tasks are called A) intrinsic qualifications. B) productivity skills. C) personal aptitude. D) domain-relevant skills.
D
The term ʺorganizational cultureʺ refers to the A) set of rules, procedures and structures that make an organization unique. B) interpersonal network linking the organizational members together. C) collection of individuals and personalities who exist in an organization. D) shared beliefs, expectations, and core values of people in an organization
D
To ensure group effectiveness, according to the LPC theory, a leaderʹs ________ must be matched to the A) needs; needs of the followers. B) competency; groupʹs task. C) personality; groupʹs culture. D) traits; various features of the situation.
D
What are performance gaps? A) The difference between the performance of the organization and that of its closest competitors B) Variations in individual performance among members of the same work team C) The decline in organizational performance from one time period to the next D) Discrepancies between real and expected levels of organizational performance
D
What is the process of delegating power from higher to lower levels within an organization? A) Line functioning B) Decision-making authority C) Empowerment D) Decentralization
D
What is the purpose of an organization chart? A) To separate authority from responsibilities B) To delineate the organizationʹs functional areas C) To illustrate line and staff positions D) To represent an organizationʹs internal structure
D
Which OD technique collects data, gives feedback, and develops action plans? A) Attitude assessment B) Data analysis C) Management by Objectives (MBO) D) Survey feedback
D
Which OD technique requires managers and subordinates to work together on setting and trying to achieve important organizational goals? A) Participative management B) Goal setting C) Appreciative inquiry D) Management by objectives
D
________ decisions involve directing an organization in some specific fashion, according to an underlying organizational philosophy or mission. A) Innovative B) Image C) Programmed D) Strategic
D
________ programs are efforts to systematically improve the job experience. A) Action lab B) Appreciative inquiry C) Quality circle D) QWL
D
The process of translating an idea into a form that can be recognized by a receiver is A) transforming. B) interpretation. C) decoding. D) encoding.
D. Encoding
In organizations, the flow of formal communication is proscribed by A) the urgency of the information. B) the strategic plan. C) tradition. D) the organizational chart.
D. The organizational chart
When colleagues share information about how to solve a common problem, they are engaging in ________ communication. A) intrapersonal B) multi-lateral C) downward D) horizontal
D. horizontal
A casual conversation between the CEO and the office assistant in the elevator would be an example of ________ communication. A) grapevine B) formal C) upward D) verbal
D. verbal
A leader who is midway between autocratic and delegating is called permissive.
F
A leaderʹs legitimate power flows from the expertise that the individual possesses.
F
A major limitation of the functional organization is the loss of efficiency due to the duplication of effort and resources.
F
A manager should choose a participating style when subordinates lack the skill to succeed but require emotional support.
F
A student who is studying organizational behavior merely to earn a high grade, rather than to understand concepts that may be useful in a future career, is said to have high intrinsic task motivation
F
A widely-used OD technique is survey feedback, which involves a questionnaire administered to all employees. The confidential results are provided to senior management for interpretation and action
F
Action learning is the process whereby leaders learn to whom they should turn for information and to find out the problem-solving resources that are available to them.
F
An organization with a market culture is characterized as valuing flexibility and discretion while maintaining an external focus
F
An organizationʹs culture is a representation of the type of people who work there and who give the organization its identity and purpose.
F
Custom-tailored one-on-one learning is known as mentoring
F
Decentralized organizations, such as Internet companies, must have very hands -on, task-oriented leaders
F
Division of labor refers to the distinction between the people who perform the essential work of the organization and the support staff who provide an advisory function
F
During each of the last three quarters, the firm has lost market share to a competitor. This loss in business is referred to as a performance gap
F
Engaging the employees in solving the problems and implementing change only increases conflict and additional resistance to the change efforts.
F
First-order change often is quite jarring and highly traumatic to the employees who must accept such changes
F
Governmental agencies and large corporations tend to have clan cultures
F
In a traditional organization, a wide span of control was preferred, because it permitted management to exercise greater control over the employees
F
In organizations founded by a strong leader, the original culture reflected the values of the founder. However, the culture inevitably changes significantly when the founder is no longer involved in the day-to-day affairs of the organization.
F
Innovation is the process by which individuals or teams produce novel ideas
F
Leadership development rests on the assumption that only some people are capable of improving their leadership skills.
F
Organizational development techniques are developed primarily to enhance the effectiveness of the organizations involved.
F
Organizational development techniques have been found to be effective globally. Organizations and employees of all cultures can benefit from the application of OD techniques
F
Organizations must react to changes in technology, but not to changes in economic conditions.
F
Strategic planning is most likely to occur when an organization is meeting its current objectives and is in a better position to plan for the future
F
The LPC contingency theory, recognizing that there is no one best style of leadership, identifies the specific leadership behaviors needed for a situation, and trains a potential leader in the exercise of that style
F
The classical approach to organizational design concentrates on finding ʺthe one best wayʺ that could also be flexible enough to accommodate organizational change
F
The contingency approach to organizational design is based on the idea that an organizationʹs best design depends on the type of leaders the organization has.
F
The effectiveness of OD techniques depends on the support of working-level employees
F
The idea behind the Managerial Grid is that leaders are born not made. The grid seminar is a means of identifying people who have the requisite traits.
F
The management by objectives technique recognizes that most organizational goals cannot be objectively measured.
F
While an organizationʹs culture is not static, changes can and do occur. However, cultural changes always are slow and cannot be planned
F
ʺConglomerateʺ is another name for a large, multi-national corporation
F
Norms are the formal, written rules that guide the behavior of members of the group
FALSE
Organizations can help teams succeed by making sure that each member gets rewarded for his/her individual performance.
FALSE
Perry Lund is a federal prosecutor specializing in major tax fraud cases. He must decide, based upon the evidence, whether or not to arrest the sitting governor accused of using off-shore accounts to avoid paying taxes on his investment income. This would be an example of a nonprogrammed decision. T or F
False
Research on the bias toward implicit favorites suggests that we tend to favor the last alternative or option we review
False
A U.S. communications company wanted to market its services in a third-world country, but was hampered by the citizensʹ distrust of U.S. corporations. An appropriate response would be to form a strategic alliance with a firm based in that country.
T
A large national university has five colleges - business, law, nursing, fine arts and humanities, and computer engineering. Each of these colleges has its own administration and faculty that are empowered to hire faculty and staff, recruit students, and establish graduation requirements. This university would be classified as a decentralized organization.
T
A matrix organizational structure would be appropriate for a medium-sized organization, with several distinct product lines, that operate in a complex and uncertain environment.
T
A tire company no longer manufactures any tires itself. The companyʹs core business is marketing tires that have been manufactured by contractors in third-world countries. Consumers associate their brand name with quality. This is an example of a modular organization.
T
According to the competing values framework, an organization is said to have a clan culture when it has a strong internal focus along with a high degree of flexibility and discretion
T
Although an organizationʹs culture is generally stable, it will evolve in response to outside forces as well as deliberate attempts to change the design of the organization
T
Although there are many benefits from forming strategic alliances, they will fail if there are serious differences in the management styles and cultures of the organizations involved
T
An adhocracy is the opposite of a bureaucracy
T
An exit strategy is chosen when an organization withdraws from a market by liquidating assets or business units
T
An international airline company can become a conglomerate if it acquired several unrelated businesses such as a hotel chain, an automobile company, or a shopping mall
T
An organizationʹs structure refers to the formal configuration of individuals and groups with respect to the allocation of tasks, responsibilities, and authority within organizations.
T
Appreciative inquiry, an OD technique, focuses attention away from the organizationʹs shortcomings and towards its capabilities and potential
T
At the beginning of each academic year, a private college welcomes freshmen with a convocation at which faculty wear academic regalia. This traditional ceremony is viewed as a valuable way to transmit the collegeʹs culture to its newest members.
T
Behavioral theory has established that highly-skilled leaders combine both high consideration and high initiating structure dimensions
T
Change that is continuous in nature and involves no major shifts in the way an organization operates is known as first-order change.
T
Charisma is the power that a leader has over others because of his or her engaging and magnetic personality
T
Charisma, self-confidence, vision, inspiration, and morality are all characteristics of transformational leaders.
T
Charles is reluctant to implement a new production process for fear that his job may be eliminated. This illustrates an individual barrier to change
T
Demographic changes can provide an advantage or opportunities to organizations.
T
Divergent thinking involves taking new approaches to old problems
T
Divergent thinking is the process of reframing familiar problems in unique ways. It can be promoted by asking people to think of new ways for doing common tasks
T
For a boundaryless organization to function effectively, there must be a high level of trust among all parties concerned, and all employees must have such a high level of skill that they can operate without managerial guidance.
T
For strategic plans to succeed, it is essential that the organization has a culture that encourages employees to be innovative and to communicate clearly with one another
T
Healthy organizational cultures tend to have very low turnover.
T
In assessing whether organizational development really works, it was found that OD interventions generally are more effective among blue-collar employees than among white-collar employees
T
In general, staff people are better educated and tend to be more committed to their profession than line people, who are more likely to perceive themselves as part of the company
T
In researching possible employers, candidates should carefully examine the prevailing culture of each firm. This will help prevent them from selecting a position at a company with values vastly different from their own
T
Innovation, the successful implementation of creative ideas within an organization, occurs gradually through a series of stages
T
It is not uncommon for subcultures to exist within a large organization. For example, employees within the IT department may have a subculture that differs from that in the marketing department.
T
Joe wants to work for a company that requires him to have a broad knowledge of many different jobs, where he can be trusted to exercise self-control, and encouraged to participate in decision-making. Joe needs to look for an organization with an organic design
T
Management by objectives (MBO) will only be effective if the goals mutually are set by all those involved
T
Most studies show that the effects of various OD interventions are beneficial.
T
Nearly all Fortune 500 companies rely on 360-degree feedback in some form or other
T
Networking is beneficial to leadership development, because it promotes peer relationships in work settings.
T
One consequence of the trend from traditional work groups to teams is that leaders must adapt their style. Instead of telling people what to do, the leader must ask people what they think and share responsibility for organizing and doing the work.
T
One function of an organizationʹs culture is to clarify standards of acceptable and unacceptable behavior
T
One of the most commonly witnessed unplanned organizational changes results from government regulations. Often, new regulations require the organization to invest scarce resources in complying with government mandates.
T
Organizational development refers to a set of social science techniques designed to plan and implement change in work settings for purposes of enhancing the personal development of individuals and improving the effectiveness of organizational functioning.
T
Organizations that consider their employees to be valuable only insofar as they contribute to production are considered to have a toxic culture. Good employees do not tend to remain in these organizations
T
Strategic planning is a circular process involving a definition of the organizationʹs goals, an assessment of both the internal and external environments, followed by the development and implementation of a competitive strategy. The outcome is evaluated to determine if the goals have been met and whether any adjustments are needed.
T
Strategic planning is deliberate. Organizations make conscious decisions to change fundamental aspects of their businesses.
T
Technological advances have impacted the traditional organizational hierarchies. As firms downsized, many middle managers and executives have found their jobs eliminated.
T
The LPC contingency theory assesses a leaderʹs style by identifying the leaderʹs esteem for the person with whom he or she has found it most difficult to work
T
The Managerial Grid identifies an impoverished management style as being low on both concern for production and concern for people.
T
The dimensions of the Competing Values Framework are internal versus external focus, and flexibility/discretion versus stability/control.
T
The members of Suzanneʹs team are both willing and able to do what she asks of them. She should adopt a delegating style of leadership
T
The most desirable pattern of managerial skills is known as team management, where the leader scores high on both concern for people and concern for production
T
The neoclassical approach to organizational design promotes a flat hierarchical structure with a high degree of decentralization
T
The rationale behind division of labor is that if people specialize in just one or two tasks, they will become experts in those functions and the production quantity and quality will increase
T
The situational leadership theory specifies that a leader should assess the maturity of the followers before deciding on a pattern of behavior
T
To maximize creativity, it is recommended that people should work on several projects. If they work on just one project, they run the risk of getting stale
T
Transformational leaders tend to produce cohesive workgroups
T
Virtual organizations are composed of a continually evolving network of companies that are linked together to share skills, costs, and access to markets. Each participating company contributes only its core competencies.
T
ʺLast time we tried to automate the assembly line, it failed and cost us a lot to clean up the mess.ʺ This is an example of an organizational barrier to change
T
Queuing involves lining up incoming information so that it can be attended to in an orderly fashion
TRUE
Social facilitation refers to the tendency whereby some people will perform better before an audience than when they are alone, while others will perform better alone than in the presence of others
TRUE
Social loafing is more likely to occur when a group of people combine their efforts to work on an additive task
TRUE
Some employees perform better when their work is monitored while others will not perform as well.
TRUE
The communication process begins when one party has a message it wishes to send to another.
TRUE
Verbal communication can be both oral, using spoken language, or written
TRUE
When group members encounter a common enemy, the group will usually become more cohesive
TRUE
Aidan is concerned that several of his brightest colleagues are reluctant to offer suggestions at group meetings. One way of ensuring their active participation is to use a brainstorming technique whereby all members are encouraged to present their ideas in an uncritical way and discuss freely and openly all ideas on the floor.
True
Before making a rational decision, the manager would need to have complete and perfect information and be able to process all this information in an accurate and unbiased fashion.
True
Escalation of commitment occurs when an individual or group continues to invest money in an unsuccessful project, believing that the original investment decision was valid, and are unwilling to admit defeat.
True
The bounded rationality approach to decision making recognizes that people lack the cognitive skills required to formulate and solve highly complex business problems in a completely objective, rational way
True
Five people agreed to work together to build a playground at your home. What is the most likely result? A) They will build it faster than you would, but not five times faster. B) It will be built five times faster than you would have built it. C) Social facilitation would prevent them from finishing it. D) You could have built it faster yourself.
A
Different pathways over which information travels are called A) channels. B) documents. C) messages. D) transmitters.
A. Channels
A group of foremen, meeting for cocktails after work, were talking about problems each was experiencing with worker tardiness. Betty told the others that she had called the HR department asking that a memo be sent to all employees reinforcing the firmʹs attendance and punctuality policies. Bettyʹs comment is an example of A) informal communication. B) the grapevine. C) upward communication. D) a rumor.
A. Informal communication
Philip saw his supervisor leaving the HR office in tears. Assuming the supervisor had been fired, he quickly shared this information with his associates. In fact, the supervisor had learned of a death in the family. Philipʹs behavior is an example of A) a rumor. B) a grapevine transmission. C) informal communication. D) malevolence.
A. a rumor
When meeting with clients, Felicity always wore a jacket and preferred to sit at the head of the table. Felicity was communicating ________ that she was the manager and not the secretary. A) non-verbally B) symbolically C) with pride D) conclusively
A. non-verbally
The main difference between verbal and non-verbal communication is that verbal communication A) uses words. B) does not express feelings. C) is planned. D) is more accurate.
A. uses words
Group cohesiveness is characterized by all of the following except: A) members are attracted to each other. B) members value social interaction over performance. C) members accept the groupʹs goals. D) members desire to remain part of the group.
B
The social ________ phenomenon means that as the number of people contributing to an additive task increases, the less each individualʹs contribution tends to be. A) coordination B) facilitation C) dynamics D) loafing
D
When employees who work together have some, but not complete, freedom to make decisions on their own behalf, they are classified as A) work groups. B) self-managed work teams. C) self-directed teams. D) semi-autonomous work groups.
D
Which of the following events is most likely to increase a groupʹs cohesiveness? A) The fraternity resolved to abandon all hazing and pledge initiations. B) The number of employees doubled to meet the demand for the new product. C) The football team was defeated at the national championship game. D) The union voted to strike after management rejected their demands.
D
________ are defined as working together all the time and not applying their special knowledge to a wide range of products. A) Physical teams B) Virtual teams C) Cross-functional teams D) Intact teams
D
360-degree feedback relies on telephone lines, staffed by corporate officials 24/7, to answer questions and receive feedback from employees.
FALSE
A manager can improve the performance of the semi-skilled workers by installing electronic equipment to monitor their performance
FALSE
After two losing seasons, a high school baseball team usually will become more cohesive as the players unite to share their disappointments and to strive to turn the program around
FALSE
Commitment is defined as the ʺwe-feelingʺ, the esprit-de corps, and the sense of belonging to a group.
FALSE
Communication is simply a matter of two individuals discussing something and reaching a consensus.
FALSE
Formal communication is limited to the official information that flows through prescribed channels within the organization.
FALSE
Horizontal communication refers to the information that flows laterally from members of one organization to their peers in another
FALSE
If you should become the victim of a rumor, the best solution would be to ignore it. Any attempt to refute it would give instant credibility to the rumor.
FALSE
In establishing a cross-functional team, an organization would assign members to work together all the time and to limit their special knowledge to a single product
FALSE
In semiautonomous work groups, members take on duties, such as making work assignments, once performed by their supervisors.
FALSE
In the communication process, noise is defined as any audible sounds, including static, which distracts the parties involved.
FALSE
Information transmitted by channels other than the spoken word, including body language, e -mail, gestures, or in writing, is referred to as non-verbal communication
FALSE
Meredith discovered a means for improving workflow in her section. She wrote her idea on a card and placed it in the factoryʹs suggestion box. This is an example of lateral communication
FALSE
Organizations should strive to build highly cohesive groups, because such groups will be more productive and supportive of the organizationʹs initiatives
FALSE
Social scientists consider two people to be a dyad, three people a triad, and four or more people a group.
FALSE
Ten volunteers had been working separately folding thousands of letters and stuffing envelopes for a political candidate. If they worked together as a team, the job would be completed more quickly.
FALSE
The term grapevine refers to the transmission of unofficial information that is based on speculation, someoneʹs overactive imagination, and wishful thinking, rather than facts.
FALSE
To communicate effectively, senders must avoid the use of jargon. Jargon is categorized as noise that distorts the communication process.
FALSE
To project confidence, a person should never use the pronoun, ʺI.ʺ
FALSE
What makes teams effective is that members of effective teams truly like each other.
FALSE
When William assumed the duties of senior clerk in his law office, he moved to an office that had a window. Since there were a limited number of offices with windows, this is considered an informal status symbol.
FALSE
A street gang would be considered a group if the gang members interacted with each other, had a stable structure, shared common interests or goals, and perceived themselves to be a group.
TRUE
A team is defined as a group where members have complementary skills and are committed to a common purpose or set of performance goals for which they hold themselves mutually accountable
TRUE
Because employees are interested in ʺputting their best foot forward,ʺ information that flows upwards from subordinates to their managers is less accurate than downward communication
TRUE
Businesses have found on-line conferencing, a form of computer-mediated communication, to be a highly cost-effective alternative to face-to-face meetings
TRUE
By routinely arriving a few minutes late for meetings, the government official was able to use non-verbal communication to remind others of his status in the community
TRUE
Electronic technology makes it possible for teams of people to operate across time, space, and organizational boundaries. These working arrangements are called virtual teams
TRUE
Employee handbooks are an important medium for communicating official, basic information about the organization
TRUE
Feedback occurs when the person receiving a message becomes the sender of a new message.
TRUE
Groups where members dislike each other and where they work at cross-purposes are identified as uncohesive groups
TRUE
In communication theory, noise is anything that distorts the clarity of the message
TRUE
In group dynamics, prescriptive norms dictate the behaviors that should be performed
TRUE
Informal communication involves the sharing of unofficial information outside of the organizational chart.
TRUE
Information that travels along the organizational grapevine tends to travel faster than official information because it is generally transmitted orally and crosses organizational boundaries
TRUE
Jeremy, a youthful-looking manager can use non-verbal cues, such as always wearing a coat and carrying a brief case to meetings, to send the message that he is an executive, not an administrative assistant
TRUE
Managers appoint gatekeepers to control the flow of information to potentially overloaded individuals, groups, or organizations
TRUE
Members of the sorority always ʺdressedʺ for dinner. When Elizabeth arrived for dinner last night, she was still wearing her gym clothes and none of her sisters sat at her table. This is an example of pressure being applied to conform to group norms.
TRUE
Non-verbal language, such as touching and body language, often has different meanings when communicating cross-culturally
TRUE
