MANA Exam 3 part 2

A symptom of powerlessness that a first-line manager displays is: a. an overly close supervision of employees. b. a focus on budget expansion. c. the ability to intercede for someone in trouble. d. flexible adherence to the rules. e. strategically maximizing self-interest.​

a

According to LMX theory, which of the following is NOT TRUE of those individuals who are part of the OUT-GROUP? They receive a disproportionately high amount of the leader's attention. They have leader-follower relations based primarily on very formal authority interactions. They are less trusted that those in the in-group. They receive fewer of the preferred rewards that the leader controls. They are likely to feel left out of things.

a

An organization should do all of the following EXCEPT __________ if it wants to encourage employee creativity. a. closely supervise employees b. increase participative decision making c. utilize peer support d. create flexible organizational structures e. giving employees their own offices

a

When a child gets sick at school, the parent often must leave work to care for the child. This would be an example of: a. interrole conflict b. intrarole conflict c. interpersonal conflict d. person-role conflict e. Interorganizational conflict

a

A defense mechanism in which an individual continues dysfunctional behavior that will clearly not solve a conflict is known as: a. negativism b. fixation c. displacement d. rationalization e. identification

b

An ineffective technique for dealing with conflict where a delaying action is used to buy time is referred to as: a. secrecy b. administrative orbiting c. avoidance d. due process nonaction e. character assassination

b

Celebrities are paid millions of dollars to endorse products in commercials because the advertisers believe the celebrities have _____ power. a. personal b. referent c. expert d. legitimate e. star

b

If a manager makes a request to his or her employee & the employee thinks that the manager has no right to make that request, then the request falls outside the employee's: a. political behavior. b.zone of indifference. c. referent power. d. job content. e. area of expertise.

b

If a manager makes a request to his or her employee & the employee thinks that the manager has no right to make that request, then the request falls outside the employee's: political behavior. zone of indifference. referent power. job content. area of expertise.

b

If trait theories of leadership are valid, then leaders are _____. a. trained b. born c. authoritarian d. educated e. grown

b

Todd is the owner of two video rental stores and must hire an assistant manager for his new location. In the past, Todd has had success with hiring Marquette University students. Because of these experiences, he decides to hire another graduate from MU. Todd is using __________ in his decision process. a. changing structures b. the representative heuristic c. expanded resources d. the availability heuristic e. the optimizing heurstic

b

Behavioral theories (i.e., those focusing only on behaviors) fail to consider which of the following elements affecting leadership? traits employee satisfaction situational factors employee turnover all of the above

c

In a power situation, dependency is DECREASED (i.e., others are less dependent) when the resource you control is ________. static insufficient easily replaced with something else important scarce

c

In the context of interpersonal forms of power, charismatic individuals are often thought to have _____ power. a. reward b. legitimate c. referent d. expert e. information

c

James approaches his supervisor with data and a logical presentation supporting his request for additional personnel. He is using the influence tactic of _____. a. consultation b. legitimacy c. rational persuasion d. informational power e. exchange

c

Recent research examining the effects of cultural diversity on decision making has found that when individuals in a group are racially dissimilar: a. they engage in less open information sharing. b. they engage in behavior that discourages dissenting perspectives. c. they arrive at better decisions than racially similar groups. d. they tend to become less committed to decisions. e. they become overly competitive with each other.

c

The legitimate rights given to you in your job are known as __________, whereas the ability to influence someone else is known as __________. a. power; authority b. influence; authority c. authority; power d. power; control e. Influence; power

c

The rational model of decision making assumes: a. preferences of decision makers are inconsistent b. that all possible alternatives can't be known to decision makers c. that the decision maker can calculate the probability of success for alternatives d. that most outcomes can't be optimized e. that the best alternative is unlikely to be rational

c

Which of the following is NOT a structural factor in causing conflict? a. interdependence b. status inconsistencies c. values and ethics d. specialization e. authority relationships

c

Anne, a manager, increases the salary of Susan, one of her employees, by 30 percent because she likes Susan. But for the others, she increases the salary by only 20 percent. In this scenario, Anne's behavior is unethical as it violates the criteria of: a. individual rights. b. utilitarian outcomes. c. distributive justice. d. principled dissent. e. legitimate power.

c i think

According to Fiedler's contingency theory, what is the most appropriate action when there is a misfit between the leader & the situation? a. Attempt to change the leader's behavior through training. b. Remove the leader & replace him/her with someone that will result in a better fit. c. Develop better assessment techniques for leaders as well as group members. d. Reengineer the leader's situation to fit the leader's basic predisposition. e. Persuade employees to adjust to the existing leader.

d

An effective decision is timely, acceptable to the individuals affected by it, and _____. a. is efficient b. is achievable c. is specific d. meets the desired objective e. is easy to implement

d

Expert power is based on _____. a. structural position b. interpersonal trust c. positive rewards d. expertise & knowledge e. respect and admiration

d

Which of the following is a POSITIVE consequence of conflict in an organization? a. It provides a healthy distraction from work. b. It is emotional or behavioral in origin. c. It breaks down group cohesion. d. It leads to the generation of new ideas. e. It results in inefficient use of resources.

d

Which of the following is a characteristic of distributive bargaining? a. It results in an "I win, you win" situation. b. It provides for a long-term focus. c. It attempts to seek mutual interests between the parties. d. Parties are usually in opposition to each other. e. It is good for relationship building.

d

Which step in the rational decision making process is the most important (i.e., which one does Bonnie argue is the most important)? Data analysis Identifying the objectives to be attained. Generating alternatives Identifying the core problem Gathering feedback

d

All of the following are conditions within an organization that can encourage unnecessary political behavior EXCEPT: a. ambiguous lines of authority b. unclear goals c. uncertainty d. autocratic decision making e. well-defined and understood problems

d or e not sure

Q4. According to Hersey & Blanchard's Situational Leadership model, follower readiness includes the _____. a. degree of confidence, trust, and respect members have in their co-workers b. amount of influence a leader has over variables such as hiring, firing, and salaries c. level of commitment and satisfaction of the employees d. follower's level of moral development e. ability and willingness of the followers to accomplish a task

e

Which of the following is NOT one of the explanations for why escalation of commitment may occur? a. cognitive dissonance theory b. optimism c. illusion of control d. fear of being blamed for a failed decision e. high or low self-monitoring

e I think