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How many organizational structures are there?

2

An organization

A group of (2 or more) people, who share a common set of goals & meet regularly.

What is the difference between a team and a group?

A team has interdependent energy; a group is just people working independently

Masculinity v. femininity

Achievement perspective

What is psychological empowerment?

Adding instructs motivators to work that allow for self-determination, desire to make positive impacts, and general meaningfulness task.

What are the principles of Bureaucracy?

All of the above

Why are organizational structures and functions different?

All of the above

Why is understanding Organizational Behavior important?

All of the reasons are important.

Managing Human Capital means addressing which of the following skills?

All of the skills are part of the human capital

Why is it important to study organizational culture?

All the answers EXCEPT the obviously erroneous one that infers that you would be required to study theory that had no value to your capability as an organizational manager

What is the difference between Observable and Un-observable components of Culture?

Both answers, which link cumulative theory on diversity are correct.

Time orientation

Degree to which people are sensitive to time in long v. short orientations

Risk Aversion

Degree to which people avoid risky behavior and risk-taking

Power Distance

Degree to which people perceive power on equally (status in hierarchy)

Uncertainty Avoidance

Degree to which people prefer structure and predictability (ambiguity)

Organizational Development

Development of people, processes and strategies in an organization that make up organizational leadership.

Which of the following are true about the cultural norms of effort

Effort is a serious attempt to accomplish a task. Effort is more meaningful when it is effort directed toward a challenge. Routine effort is expected and therefore seldom rewarded. We tend to respect the effort when it is applied to things most valued in the dominant cultures.

According to attribute leader's job has little to do with creating or holding strong, transparent convictions about that version. If the leaders has to correct attributes and is charismatic he or she doesn't have to articulate the vision or be sensitive to the environment.

False

Job-ability Fit is the fit between a person's abilities and the requirements of an activity ; a bad fit leads to satisfaction, higher performance and success, because it challenges workers to do better.

False

Knowing a person's values and being able to assess his or her attitude is of no use in creating a motivation strategy for influencing that person to do something.

False

Leaders and managers can only use the one learning style , so it is up to subordinates to be able to understand their own learning style and make adjustments.

False

One physical ability is his or her capacity to do physical activities ; this is important and assess because of the "ft To Lead" concept which advocates that managers and leaders pay attention to personal ( and workers) stress, energy and heath management.

False

Social Loafing only occurs when you have lazy, unmotivated poor quality group members, but doesn't occur in high-functioning, self-managing teams.

False

Systems Analysis relies on scientific studies, not intuition.

False

The following issues are NOT specific to all organizational structures: division of labor & specialization, authority & control, decision-making, sandardization, communication & coordination

False

There are several theories presented in the material about leadership history. The list of these theories represent a chronological progression in leadership theory. That means that we are now in the team / shared leadership and that servant / stewardship understanding and practice and leadership so we no need to pay attention to the previous theories.

False

Which of the following are officially part of Tuckman's Team Development Model?

Forming, Norming, Storming, Performing, Adjourning/Mourning

What are the two organizational structure types?

Functional AND Divisional

Followers able BUT unwilling

Leaders should use a selling style

Followers AND willing

Leaders should use delegating style

Followers unable BUT willing

Leaders should use participating style

Followers unable AND willing

Leaders should use telling style

Organizational Behavior

Management skills, attitudes, processes, and actions that make up how we get work done.

Which of the following is NOT one of the four functions of Management?

Motivating

Individualism v. collectivism

Orientation towards self or toward society

TQM (Total Quality Management)

Participative process seeking continuous improvement through the organization.

What is the difference between Role Perceptions and Role Expectations?

Perception is my belief of the role and Expectation is how others view I should fulfill the role.

self-awareness

Personal competence behaviors like honest self assessment and positive self worth

self-regulation

Personal competence behaviors like self control adaptability and transparency.

What three factors do we consider when defining "person"?

Personality, Ability, Learning Style

Which of the following is correct?

Psychological Contracts lead to psychological safety.

Relationships management

Social competence behaviors like inspiring influence collaborating and management conflict.

What is the difference between Surface-level and Deep-level diversity?

Surface-level refers to visible factors whereas deep-level refers to VABES.

Cohesion is:

The degree to which team members connect with each other.

What is Organizational Justice?

The idea that people need to see exchanges in organizations as equitable or fair.

Organizational Behavior Theory

The study of human behavior in the workplace.

360-degree evaluation includes feedback from all of the following: yourself, peers, subordinates, superiors, and external customers and/or suppliers.

True

Groups establish norms for working, which dictate what constitutes proper behavior and processes for getting work done.

True

I understand that culture helps organizations find a balance between adapting to the external environment and keeping people and processes in the organization integrated and coordinated.I understand that culture helps organizations find a balance between maintaining control for the stability of the organization and providing opportunity for individual discretions that an organization can remain flexible and adoptive.

True

Instrumentality is part of the expectancy theory and means you believe your performance will lead to the expected reward.

True

Leader-Member Exchange (LMX) Theory is a cumulative course concept.

True

Leader-member exchange ( LMX ) theory basically states with good relationship tend to be more effective. Leaders only focus on task oriented tend not to spend sufficient time on process or relationships - oriented activities do be as successful.

True

Leadership is the ability to influence others to take action of their own volition. It is an action and changing process that can be described as an art. Leadership includes elements of personality traits and abilities context or situational environment in which leadership is taking place , and the interpersonal relationships between leaders and their own followers.

True

Most companies don't have written rules but the cultures take a clear stance on them

True

Organizational Justice is a cumulative course concept.

True

People's behavior is based on how they perceive reality, not reality itself.

True

Stress is the way we react to demand when the outcome is both uncertain & important.

True

The personality characteristics described in the MBTI are self -validated preferences.

True

There is such a thing as positive stress; its is called functional or eustress.

True

Transactional leadership is simple motivational transaction and therefore, is essentially a management fiction: it is helpful to be and effective manager if one wants to be an effective leader but the transactional approach is not leadership. Transformational leadership invokes charisma and inspires by liking outcomes and task to followers values, therefore it may utilize contingent extrinsic rewards , but fundamentally relies on the intrinsic motivations of followers.

True

We tend to think everyone perceives the world the same way we do.

True

Negative Reinforcement

accomplishing things to avoid punishment

Intellectual ability

capacity to do mental activities

Agency Theory

delegating to others

Emotional Labor

feelings presenting emotions contrary to your actual feelings

MPS (Motivating Potential Score)

function of Skill Variety, Task Identity, Task Significance, Autonomy and Feedback

Mood

generalized positive or negative feelings of the mind

Punishment

getting written up for being late

Cultural

how culturally competent & tolerant we are

Vertical Differentiation

how many levels of management are needed to control integration across subunits of the organization

Horizontal Differentiation

how specialized functions become, so how many subunits across the organization.

Emotional

how well we recognize & control emotions

Attitude

how well you choose to do something

Social

how well you work with others and groups

Emotions

intense feelings directed at a specific object or person

Extinction

not responding to negative behavior

Task Evaluation

objective measure that reflect performance in meeting task obligations

Perception

process where individuals organize and interpret sensory impressions

Reengineering

rethinking & redesigning processes to add value to the organization

Line Positions

roles affecting day to day operations

Staff Positions

roles supporting day to day operations

Entrepreneurship

seeing a need and gathering the resources to make it happen

social awareness

social competence trait like reading people, having empathy and contextual awareness.

Division of Labor

spreading operational functions over multiple people

Behavioral theory suggest that leaders need to balance between ___ which is all about initiating structure around what needs to be done and it is focused on production and goal attainment AND ___ which is all about process used to get things done including showing concern and considering for the people doing the work.

task, Relationship

Specialization

turning functions into specific roles

Cognitive

what you know, perceive, and figure out

Motivation

when you choose to do something