Organizational Behavior Exam #3

Which of the following characteristics addresses the leader's high need for achievement? A. emotional intelligence B. integrity C.drive D.self confidence

C.drive

Unfreezing refers to

producing disequilibrium between the driving and restraining forces of change.

Action research is....

a process that diagnoses the need for change, introduces the intervention, and then evaluates and stabilizes the desired changes.

What is one of the benefits of conflict? A. It encourages employees to reexamine their basic assumptions about a problem and its possible solutions. B. It has no benefits because it encourages employees to probe and criticize each other's way of thinking. C. It is likely to trigger defense mechanisms and a competitive orientation among team members. D. It lets team members know who their supporters are.

A. It encourages employees to reexamine their basic assumptions about a problem and its possible solutions.

___________ follows the "Four-D" process. A. Action research B. Appreciative inquiry C. Process consultation D. Parallel learning

B. Appreciative inquiry

Which of the following is an advantage of having a moderate level of organizational conflict? A. It boosts employee motivation. B. It helps reduce organizational politics. C. It promotes organizational cohesion. D. It energizes people to evaluate alternatives.

D. It energizes people to evaluate alternatives.

___________ leadership includes behaviors such as listening to employees for their opinions and ideas, and showing consideration of employee needs. A. Transaction-oriented B. Task-oriented C. Achievement-oriented D. People-oriented

D. People-oriented

One of the functions of ___________ is that it is a spawning ground for emerging values that keep the firm aligned with the needs of customers, suppliers, society, and other stakeholders. A. a shared value B. an espoused value C. a multicultural organization D. a subculture

D. a subculture

Which of the following is a characteristic of an adaptive corporate culture?

Employees continuously question past practices.

Which of the following is TRUE about organizational culture?

The strength of an organization's culture refers to how widely and deeply employees hold the company's dominant values and assumptions.

Refreezing refers to

aligning an organization's systems with the desired behaviors to support and reinforce the new role patterns.

Which of the following refers to the strategy in which employees deliberately inflate problems with changes that they did not initiate, just to prove that those ideas were not superior to their own?

not-invented here syndrome

The personal attributes perspective of leadership...

presents the view that certain personal characteristics distinguish great leaders from the rest of us.

___________ involves calling upon higher authority or expertise, or symbolically relying on these sources to support the influencer's position. A Upward appeal B Assertiveness C Ingratiation D Machiavellianism

A Upward appeal

The number or percentage of connections you have in a network is called A degree centrality. B betweenness. C closeness. D discretion.

A degree centrality.

___________ literally refers to how much you are located between others in a network. A. Betweenness B. Degree centrality C. Closeness D. Visibility

A. Betweenness

Which of the following statements is TRUE of countervailing power in organizational relationships? A. Countervailing power is the weaker party's power to maintain the stronger party's continued participation in the relationship. B. Countervailing power is one of the ways that people gain power by coping with uncertainty. C. Countervailing power prevents anyone else from having any power over you. D. Countervailing power is used by the stronger party to prevent the weaker party from leaving the relationship.

A. Countervailing power is the weaker party's power to maintain the stronger party's continued participation in the relationship.

___________ are employees who coordinate the activities of work units toward the completion of a shared task or project. A. Integrators B. Mediators C. Arbitrators D. Inquisitors

A. Integrators

Which of the following is the most accurate definition of leadership? A. Leadership is influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organization. B. Leadership refers to transforming the day-to-day activities of an organization to increase its effectiveness. C. Leadership refers to the abilities of an individual to act according to the changes in the environment. D. Leadership refers to the personality traits of an individual which makes him or her guide an organization to better performance and effectiveness.

A. Leadership is influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organization.

What is the relationship between emotional intelligence and relationship conflicts? A. Relationship conflict is less likely to occur if emotional intelligence is high. B. With emotional intelligence, conflicts tend to stay relationship-based. C. Emotional intelligence tends to increase the likelihood of relationship conflicts. D. Emotional intelligence is unrelated to relationship conflicts.

A. Relationship conflict is less likely to occur if emotional intelligence is high.

Task-oriented leaders A. assign employees to specific tasks. B. develop mutual trust and respect for subordinates. C. do personal favors for employees. D. listen to employees' suggestions.

A. assign employees to specific tasks.

In the negotiation process, a key objective of ___________ is to establish and maintain trust. A. building the relationship B. managing concessions C. managing time D. gathering information

A. building the relationship

Referent power is typically associated with A. charisma. B. power distance. C. uncertainty avoidance. D. reward systems.

A. charisma.

You are assigned to resolve a conflict between two departments of an organization. Both parties have equal power. Both parties are under time pressure to resolve the conflict. You also realize that the parties lack trust/openness for problem solving. You are actively searching for a middle ground between the interests of the two parties. Which of the following conflict resolution styles would you use in this situation? A. compromising B. forcing C. avoiding D. yielding

A. compromising

In which strategy does the acquiring company impose its culture and business practices on the acquired organization? A. deculturation B. separation C. integration D. assimilation

A. deculturation

According to the Four-D model of appreciative inquiry, participants form a collective model for thinking within a team in the ___________ stage. A. designing B. destiny C. discovery D. dreaming

A. designing

Which of the following sources of conflict is typically associated with mergers and acquisitions, where everyone wants the company to succeed, but they fight over the "right way" to do things because of their unique experiences in the separate companies? A. differentiation B. scarce resources C. goal incompatibility D. task interdependence

A. differentiation

Which of the following leadership styles in path-goal theory is the same as task-oriented leadership? A. directive B. achievement-oriented C. supportive D. participative

A. directive

Which of these forces push organizations toward a new state of affairs? A. driving forces B. equilibrium forces C. restraining forces D. process forces

A. driving forces

Transformational leaders A. energize and direct employees to a new vision and corresponding behaviors. B. improve the operational efficiency of an organization. C. support the current strategy and ensure that the employees perform tasks more effectively. D. help employees become more proficient and satisfied in the current situation.

A. energize and direct employees to a new vision and corresponding behaviors.

Which of the following sources of power originates from the power holder's own characteristics? A. expert power B. coercive power C. reward power D. legitimate power

A. expert power

Which of the following third-party conflict resolution strategies is characterized by high decision control and high process control? A. inquisition B. imposition C. arbitration D. mediation

A. inquisition

Servant leadership emphasizes the notion that A. leaders serve followers, rather than vice versa. B. employees are paid to serve their leaders. C. employees are servants in the organization, so they should place organizational objectives above their personal needs. D. leaders should be able to serve the organization by maximizing employee performance.

A. leaders serve followers, rather than vice versa.

Organizational socialization is best described as a process of ___________ where newcomers try to make sense of and adapt to the company's environment. A. learning and adjustment B. negotiation and concession making C. power and restructuring D. cooperation and stability

A. learning and adjustment

Third-party dispute resolution activities are classified in terms of their A. level of process control and level of decision control. B. assertiveness and cooperativeness. C. differentiation and interdependence. D. arbitrariness and firmness.

A. level of process control and level of decision control.

According to path-goal theory, a combination of ___________ leadership is best for employees who are (or perceive themselves to be) inexperienced and unskilled. A. participative and directive B. supportive and achievement-oriented C. directive and supportive D. achievement-oriented and directive

A. participative and directive

Which of the following leadership theories or perspectives explicitly includes the participative and the directive leadership styles? A. path-goal theory B. implicit leadership perspective C. competency (trait) perspective D. transformational leadership theory

A. path-goal theory

During which of the following stages of socialization do people first learn about the organization and job? A. preemployment B. probation C. role management D. encounter

A. preemployment

Fun Incorporated, a major gaming software company, is experiencing a conflict between the young Internet-savvy employees who design the games and the older, less computer-literate executives who run the company. The company has hired team leaders who could work with the executives and who are also highly computer-literate. By hiring these team leaders as liaisons between the executives and employees, Fun Incorporated will

A. reduce conflict by reducing task interdependence.

Although Joanna expects much from her employees, the people that work for Joanna identify with her values, like her, and respect her as a person. Joanna has ___________ power. A. referent B. reward C. expert D. legitimate

A. referent

Situations with both ___________ produce the highest risk of conflict. A. scarce resources and high task interdependence B. ambiguous rules and low task interdependence C. precise rules and resource scarcity D. plentiful resources and high goal compatibility

A. scarce resources and high task interdependence

In negotiations, better outcomes are usually achieved when negotiators A. set high target points that are specific. B. set only three specific target points. C. set high target points that are either vague or specific. D. set low target points that are vague.

A. set high target points that are specific.

The customer-service department at Park-E Bank complains it is unable to keep track of its new business clients as the department handling data compilation has failed to enable a free exchange of information between the two departments. This has hindered the customer-service department to follow up on its customers' queries and update their relationship status with the bank. This has also impacted the department's sales target. This scenario exemplifies conflict due to A. task interdependence. B. differentiation. C. ambiguity. D. scarcity of resources.

A. task interdependence.

Initial offer points, target points, and resistance points represent three elements in A. the bargaining zone model. B. the types of third-party conflict resolution. C. the sources of conflict. D. the conflict process model.

A. the bargaining zone model.

A new employee in the finance department of the Hogan Company prominently displays diplomas and past awards indicating his financial expertise. What contingency of power is this person trying to increase? A. visibility B. centrality C. countervailing power D. substitutability

A. visibility

Which of these refers to the degree and nature of interdependence between the power holder and others? A. visibility B centrality C. substitutability D. discretion

B centrality

___________ leadership refers to how well leaders are aware of, feel comfortable with, and act consistently with their self-concepts. A. Transformational B. Authentic C. Servant D. Path-goal

B. Authentic

___________ is knowing yourself and being yourself. A. Integrity B. Authenticity C. Cognition D. Humility

B. Authenticity

Which of the following statements is TRUE about using the separation strategy? A. It is applied when the merging company and the acquired company has weak, dysfunctional cultures. B. It works best when two merging companies operate in unrelated industries. C. It is otherwise known as the deculturation strategy. D. It is the most used approach in handling cultural collisions.

B. It works best when two merging companies operate in unrelated industries.

Which of the following statements is most consistent with the view of shared leadership? A. Shared leadership operates out of one formally assigned position shared by two employees. B. Leadership of an organization is broadly distributed rather than assigned to one person. C. For organizations to move from autocratic to democratic institutions, shared leadership must be implemented. D. Leaders should share their power and responsibility to avoid self-serving bias among employees.

B. Leadership of an organization is broadly distributed rather than assigned to one person.

Reality shock is A. an element in the model of individual behavior. B. a perceived discrepancy between employees' expectations and reality. C. provided by organizations to ensure that new employees accept the challenges at work. D. a unique feature of an adaptive culture.

B. a perceived discrepancy between employees' expectations and reality.

When the acquired firm has a weak, but similar culture compared to the acquiring firm, it is best to use the ___________ merger strategy. A. separation B. assimilation C. disambiguation D. deculturation

B. assimilation

Which of the following strategies to reduce the restraining forces should be used only if all other strategies fail? A. stress management B. coercion C. negotiation D. communication

B. coercion

The four stages of appreciative inquiry, in order, are A. problem identification, envisioning, choosing the best solution, and appreciating. B. discovery, dreaming, designing, and delivering. C. problem identification, causal analysis, recommended solutions, and choosing the best solution. D. initiating dialogue, innovating, creating, and appreciating.

B. discovery, dreaming, designing, and delivering.

Implicit leadership theory states that A. the best leadership style depends on both the characteristics of employees and the environment in which they work. B. everyone has preconceived beliefs about leaders. C. leadership is a perception, not the actual behaviors and competencies of people. D. everyone is capable of being an effective leader.

B. everyone has preconceived beliefs about leaders.

Which of the following networking styles increases a person's expert power? A. identifying people who are in the same network as you B. gaining valuable information from other members through networking C. making decisions in favor of others D. recognizing talents

B. gaining valuable information from other members through networking

Social networks exist everywhere because people A. are extroverted. B. have a drive to bond. C. are insecure. D. have a need to defend their territory.

B. have a drive to bond.

Which of the following types of third-party intervention approaches do managers and those in other positions of authority usually adopt? A. competitive B. inquisitional C. arbitration-based D. mediation-based

B. inquisitional

Which strategy for merging two distinct cultures is most effective when the two companies have relatively weak cultures with overlapping values? A. assimilation B. integration C. separation D. deculturation

B. integration

Which third-party conflict resolution strategy manages the process and context of interaction between the disputing parties but does not impose a solution on the parties? A. arbitration B. mediation C. inquisition D. legislation

B. mediation

Effective managers should A. remove all forms of conflict from the organization because it saps productivity. B. minimize the relationship conflicts that exist in the organization. C. increase the amount of conflict among employees. D. convince employees to engage in relationship conflict rather than the other forms of conflict.

B. minimize the relationship conflicts that exist in the organization.

When leaders apply high levels of ___________ behavior, their employees tend to have more positive attitudes as well as lower absenteeism, grievances, and turnover. A. servant leadership B. people-oriented leadership C. task-oriented leadership D. directive leadership

B. people-oriented leadership

Power is the ___________ to change someone's behavior. A. duty B. potential C. need D. act

B. potential

Which of the following interpersonal conflict management styles represents a purely win‒win orientation? A. yielding B. problem solving C. forcing D. avoiding

B. problem solving

Which of these forces are commonly called resistance to change? A. parallel learning structures B. restraining forces C. process forces D. driving forces

B. restraining forces

Which of the following leadership styles in path-goal theory is the same as people-oriented leadership? A. participative B. supportive C. directive D. achievement-oriented

B. supportive

According to the emerging view on organizational conflict, there are two types of conflict with opposing consequences. They are A. task conflict and constructive conflict. B. task conflict and relationship conflict. C. task conflict and optimal conflict. D. relationship conflict and optimal conflict.

B. task conflict and relationship conflict.

The themes shared most consistently and widely by employees represent A. artifacts held mainly by senior executives in the organization. B. the organization's dominant culture. C. the organization's counterculture. D. the organization's deculturation process.

B. the organization's dominant culture.

When managing change, learning interventions should be used A. when employees resist change due to negative valence of change. B. to break routines that cause resistance to change. C. when an organization wants to reduce the cost of implementing change. D. in all change management activities.

B. to break routines that cause resistance to change.

The ___________ theory states that people tend to inflate the influence of leaders on organizational events. A. people-oriented B.implicit leadership C.path-goal D. task-oriented

B.implicit leadership

___________ refers to any behavior that attempts to alter someone's attitudes or behavior. A. Politics B. Legitimate power C. Influence D. Tactics

C. Influence

Which of the following is TRUE about mental models? A. Mental models are mainly used to decipher an organization's culture. B. Mental models usually help to improve organizational effectiveness. C. Mental models can blind employees to new opportunities and unique problems. D. Mental models are one of the artifacts of organizational culture.

C. Mental models can blind employees to new opportunities and unique problems.

___________ are unconscious, taken-for-granted perceptions or ideal prototypes of behavior that are considered the correct way to think and act toward problems and opportunities. A. Organizational artifacts B. Languages C. Shared assumptions D. Values

C. Shared assumptions

___________ goals are goals that the conflicting employees or departments value and whose attainment requires the joint resources and effort of those parties. A. Subordinate B. Mediator C. Superordinate D. Divisional

C. Superordinate

Ingratiation is part of a larger influence tactic known as A. persuasion. B. risk management. C. impression management. D. upward influence.

C. impression management.

Which of the following refers to "walk the talk"? A. The leader provides specific instructions to help employees understand the task requirements. B. The leader uses metaphors to symbolize the vision to the employees. C. The leader steps out and behaves in ways that symbolize the vision. D. The leader continuously works as a part of a team to know them better.

C. The leader steps out and behaves in ways that symbolize the vision.

Most employees at United FiberTech support the idea that the company's success depends on their willingness to continually change and improve customer service. United FiberTech probably has A. more subcultures than employees. B. an unethical culture. C. an adaptive culture. D. many countercultures.

C. an adaptive culture.

According to the action research model, which of the following occurs during the "diagnose the need for change" step? A. establishment of client-consultant relationship B. establishment of new conditions C. analysis of data D. determination of the change effectiveness

C. analysis of data

Which of the following are the observable indicators of organizational culture? A. values B. assumptions C. artifacts D. beliefs

C. artifacts

Your centrality in a social network is determined by your A. closeness, discretion, and visibility. B. closeness, degree centrality, and visibility. C. betweenness, closeness, and degree centrality. D. betweenness, visibility, and discretion.

C. betweenness, closeness, and degree centrality.

The highest priority and first strategy required for any organizational change is to A. train employees who do not possess the skills required under the new conditions. B. introduce stress management counseling to the employees. C. communicate the need for change. D. alter the responsibilities of senior executives in an organization.

C. communicate the need for change.

Effective change agents A. use coercion as their first and foremost strategy in reducing resistance to change. B. avoid refreezing desired conditions. C. communicate vision in ways that are meaningful to others. D. discourage employees to align work activities with the vision.

C. communicate vision in ways that are meaningful to others.

Organizational stories are most effective at communicating organizational culture only when they A. are told by senior executives to the public. B. are descriptive rather than prescriptive. C. describe real people and are assumed to be true. D. make employees emotional.

C. describe real people and are assumed to be true.

Employees are more likely to comply with a supervisor's legitimate power when the A. power holder gives orders outside the employees' normal role requirements. B. manager has little charisma. C. employees have high power distance. D. company encourages people to disobey orders that interfere with their work.

C. employees have high power distance.

Conflict is ultimately based on A. actual intentions. B. technical competence. C. people's perceptions. D. organizational structure.

C. people's perceptions.

NewTel is a telephone company with a policy of filling positions internally through promotions, rather than hiring from outside. Until recently, the company had a strong engineering focus and tended to promote people to senior executive positions from the engineering areas. Consequently, almost all of the company's 14 senior executives joined the company over 20 years ago as junior engineers. There is increasing pressure on NewTel to become more market and service oriented. As a result, four people were hired last year from firms to fill new senior executive positions in marketing and service departments. The external hires were necessary because current employees were not sufficiently qualified. Now, there are signs of tension among senior executives, particularly during budget deliberations where there is limited discretionary spending on new corporate activities. The four new hires have been thwarted in their attempts to have the company invest more in marketing and customer services instead of investing in technological research, and they blame the senior executives for being hard-headed. The conflict episodes are being viewed by both sides as personal attacks rather than attempts to resolve the problem. The marketing executives and the other executives operate independently. However, they share the resources and money in the organization. This kind of interdependence is referred to as

C. pooled interdependence.

Which of the following leadership styles should be used by leaders when team cohesiveness is low? A. directive B. achievement-oriented C. supportive D. participative

C. supportive

The bargaining zone model states that A. the best negotiations occur in a neutral territory. B. negotiators must try to move the other party from a win‒lose orientation toward a win‒win orientation. C. the negotiation process moves each party along a continuum in opposite directions with an area of potential overlap. D. the physical space around the negotiations affects the negotiation outcome.

C. the negotiation process moves each party along a continuum in opposite directions with an area of potential overlap.

People with high Machiavellian values tend to A. stay away from organizations where politics is tolerated. B. place a lot of trust in their colleagues. C. use power to manipulate others toward their own personal goals. D. use more socially acceptable forms of power to influence others.

C. use power to manipulate others toward their own personal goals.

When a member of a network has shorter, more direct, and efficient paths or connections with others in the network, we say that the member has high A. silent authority. B. discretion. C. degree centrality. D. closeness.

D. closeness.

Employees have ___________ , ranging from sarcasm to ostracism, to ensure that coworkers conform to team norms. A. legitimate power B. referent power C. reward power D. coercive power

D. coercive power

People with an external locus of control tend to be more satisfied with ___________ leadership styles. A. participative and directive B. supportive and achievement-oriented C. achievement-oriented and directive D. directive and supportive

D. directive and supportive

Which of the following is an artifact? A. values B. beliefs C. assumptions D. language

D. language

In the negotiation process, a key objective of ___________ is to discover in the other party and communicate your own relative importance of each issue being negotiated. A. building the relationship B. managing time C. gathering information D. managing concessions

D. managing concessions

The main purpose of a bicultural audit is to A. determine whether a company's organizational culture is sufficiently strong. B. find out whether people from different countries have the same corporate cultures. C. estimate the number of dominant and subcultural values that exist in an organization. D. minimize cultural clashes in corporate mergers.

D. minimize cultural clashes in corporate mergers.

When team norms encourage ___________ , team members learn to appreciate honest dialogue without personally reacting to any emotional display during the disagreements. A. introversion B. neuroticism C. conscientiousness D. openness

D. openness

The effectiveness of ___________ as an influence tactic depends on characteristics of the power holder, message content, communication channel, and the audience. A. upward appeal B. information control C. coalition forming D. persuasion

D. persuasion

Leadership prototypes refer to A. a theoretical construct that encompasses all the qualities of leadership. B. the models of ideal leadership in various situations based on previous experience. C. factors that substitute leadership in organizations. D. preconceived beliefs about the features and behaviors of effective leaders.

D. preconceived beliefs about the features and behaviors of effective leaders.

Charisma refers to A. the traits that lead to managerial leadership. B. the people-oriented behaviors displayed by individuals. C. the situational traits that lead to transformational leadership. D. the personal traits that provide referent power over others.

D. the personal traits that provide referent power over others.

According to the attraction-selection-attrition (ASA) theory, job applicants

avoid employment in companies whose values seem incompatible with their own values.

When people have leadership prototypes, they....

believe that leaders are effective only if they behave consistently with their own preconceptions of how an effective leader should act.

Lewin's force field model emphasizes that effective change occurs by ___________ the current situation, moving to a desired condition, and then ___________ the system so it remains in the desired state. A. eliminating; reinstating B. freezinunfreezing; refreezingg; refreezing C. liquifying; freezing D. unfreezing; refreezing

unfreezing; refreezing