management final exam questions

Leadership is a process of ___. (a) leading and following (b) deferring and obeying (c) managing and supervising (d) influencing and resisting

(a) leading and following

A ___ links key goal-related issues with key collaboration issues to come up with general ways by which the firm will manage its affairs. (a) managerial philosophy (b) cultural symbol (c) ritual (d) saga

(a) managerial philosophy

Individuals who have ____ know how to read political situations and respond effectively. (a) perceptions of organizational politics (b) networks (c) political savvy (d) power bases

(c) political savvy

Another name for integrative negotiation is ___. (a) arbitration (b) mediation (c) principled negotiation (d) smoothing

(c) principled negotiation

The two meta-categories of leader behaviors found in the behavioral approaches are ___. (a) transformational and transactional leader behaviors (b) achievement-oriented and participative leadership (c) relations-oriented and task-oriented behaviors (d) directive and authoritarian behavioral styles

(c) relations-oriented and task-oriented behaviors

Control involves all but ___. (a) measuring results (b) establishing goals (c) taking corrective action (d) comparing results with goals (e) selecting manpower

(e) selecting manpower

Team performance is in danger of suffering when:

1) goals are too focused on individual-level accomplishments 2) resources are inefficient to accomplish the task 3) goals are unclear

The four dimensions of transactional leadership include:

1) passive management by exception 2) active management by exception 3) laissez-faire 4) contingent rewards

Leaders influence the culture of an organization by which of the following actions: A) Allocate rewards B) Communicate and behave C) Hire and fire individuals D) React to problems or crises E) All of the answer choices are correct F) What they pay attention to (customer satisfaction, profits, etc.)

E) all of the answer choices are correct

The four dimensions of transactional leadership include all of the following EXCEPT: A) passive management by exception. B) active management by exception. C) laissez-faire. D) contingent rewards. E) management by example.

E) management by example

In today's environment, with so much focus on competition, research shows that managers and team leaders spend relatively little time dealing with conflicts. TRUE OR FALSE

FALSE

Interestingly, strong subcultures are seldom found in high-performance task forces, teams and special project groups in organizations. TRUE OR FALSE

FALSE

The central assumption behind the GLOBE theoretical model is that similar attributes and entities across cultures are most effective in organizations. TRUE OR FALSE

FALSE

Unfortunately, given its origin from the founders' values, managers cannot modify the visible aspects of culture, such as the language, stories, rites, rituals and sagas. TRUE OR FALSE

FALSE

When an organization faces greater dynamism in its environment, its managers should increase centralization of power so that they can closely monitor and control the actions of front-line employees. TRUE OR FALSE

FALSE

a counterculture is a group of individuals with a unique pattern of values and philosophy that is consistent with the organization's dominant values and philosophy. TRUE OR FALSE

FALSE

team cohesiveness tends to be low when members are similar in age, attitudes, needs, and backgrounds. TRUE OR FALSE

FALSE

with the size advantage, larger firms often have a single dominant culture with a universal set of shared actions, values, and beliefs. TRUE OR FALSE

FALSE

Members of a team tend to become more motivated and better able to deal with conflict during the ___ stage of team development. (a) forming (b) norming (c) performing (d) adjourning

c) performing

To help avoid the dangers of charisma, leaders should reduce _______ A) transactions B) task-oriented behaviors C) power distance D) networks

c) power distance

Which of the following statements is incorrect regarding subcultures? a)strong subcultures are often found in high performance task forces b) strong subcultures are often found in high performance special project groups c) subcultures reflect groups with a unique pattern of values and philosophy that are inconsistent with the dominant culture of the larger organization of social system. d) subcultures emerge to bind individuals working intensely together to accomplish a specific task e) strong subcultures are often found in high-performance teams.

c) subcultures reflect groups with a unique pattern of values and philosophy that are inconsistent with the dominant culture of the larger organization of social system.

The idea that social power can be an expanding pie is the basis for the trend toward ___. (a) hierarchical thinking (b) political climate (c) personal power (d) empowerment

empowerment

In a change management context, driving forces refer to those forces that prevent the implementation of organizational change. true or false

false

A team member who does a good job at summarizing discussion, offering newideas, and clarifying points made by others is providing leadership by contributing ____ activities to the group process. (a) required (b) disruptive (c) task (d) maintenance

c) task

decentralization increases when the discretion to spend money, to hire people, and to make similar decisions is moved farther up the hierarchy of authority. TRUE OR FALSE

false

Members of a multinational task force in a large international business should probably be aware that ___ might initially slow the progress of the team.(a) synergy (b) groupthink (c) the diversity-consensus dilemma (d) intergroup dynamics

c) the diversity-consesus dilemma

In today's interdependent society and knowledge-based organizations, _________ is becoming increasingly important. (a) connection power (b) coercive power (c) referent power (d) control

connection power

the member satisfaction criterion of group effectiveness means that all members are sufficiently satisfied to continue working well together on an ongoing basis and/or to look forward to working together again in the future. true or false

false

The key contribution complexity offers to leadership is the understanding of ___. (a) emergence (b) administrative leadership (c) entrepreneurial leadership (d) empowerment

emergence

A cultural symbol is any object, act or event that serves to transmit cultural meaning. TRUE OR FALSE

TRUE

A number of studies suggest that the key difficulty with product development is the integration across all of the units needed to move from the idea stage to final implementation. TRUE OR FALSE

TRUE

According to Kurt Lewin, before you make any changes, you should mobilize or unfreeze the organization to get it ready for change. TRUE OR FALSE

TRUE

Among the major risks of creating a virtual or networked organization with part of the organizations activities outsourced to contractors, are theft of intellectual property as well as unethical practices and other wrongdoing by potential contractors. TRUE OR FALSE

TRUE

An effective group is one that achieves high levels of task performance, member satisfaction and team viability. TRUE OR FALSE

TRUE

An organization with a 'strong culture' possesses a broadly and deeply shared value system that can provide a strong corporate identity, enhance collective commitment, provide a stable social system, and reduce the need for formal and bureaucratic controls. TRUE OR FALSE

TRUE

Avoidance involves pretending a conflict does not really exist. TRUE OR FALSE

TRUE

Functional departmentalization refers to the grouping of individuals by skill, knowledge and action. TRUE OR FALSE

TRUE

Having the formal authority to approve or deny employees requests for job transfers, equipment purchases, overtime, or personal time off are examples of a manager's legitimate power. TRUE OR FALSE

TRUE

House's path-goal theory of leadership assumes that a leader's key function is to adjust his or her behaviors to complement situational contingencies that influence the accomplishment of personal goals and organizational goals. TRUE OR FALSE

TRUE

Management by Objectives (MBO) is a direct application of goal setting theory. TRUE OR FALSE

TRUE

Organizational socialization is the process by which organizational newcomers are transformed from outsiders to effect and participatory members of the organization TRUE OR FALSE

TRUE

Personal power resides in the individual and is independent of that individual's position within an organization. TRUE OR FALSE

TRUE

Radical change, or transformational change, results in a major overhaul of the organization or its component systems. TRUE OR FALSE

TRUE

The corporate uniforms worn by UPS and Federal Express delivery personnel are examples of cultural symbols. TRUE OR FALSE.

TRUE

The five stages of team development are forming, storming, norming, performing and adjourning. TRUE OR FALSE.

TRUE

The potential advantages of group decision making include more knowledge and expertise being applied to the problem, more alternatives being considered, greater understanding and acceptance of the final decision, and more commitment among group members to making the final decision work. TRUE OR FALSE

TRUE

The specific environment deals with competitors, customers, suppliers, and other stakeholders in your business. TRUE OR FALSE

TRUE

in order to judge whether a change implementation has been successful, it is important to not only assess whether the intended change happened, but also to assess how the change affected the organization and the change agent. TRUE OR FALSE

TRUE

often the language of a subculture, and its rituals and rights, emerge from the group as a form of jargon. TRUE OR FALSE

TRUE

strong subcultures are often found in high performance special project groups. TRUE OR FALSE

TRUE

strong subcultures are often found in high performance task forces. TRUE OR FALSE

TRUE

strong subcultures are often found in high-performance teams. TRUE OR FALSE

TRUE

subcultures emerge to bind individuals working intensely together to accomplish a specific task. TRUE OR FALSE

TRUE

An essential criterion of a true team is that the members feel 'collectively accountable' for what they accomplish. TRUE OR FALSE

true

accommodation is characterized by cooperativeness but unassertiveness. true or false

true

cultural differences can have a major impact on the performance of organizations and the quality of work life experienced by their members. true or false

true

high-performance teams turn a general sense of purpose into specific performance objectives. true or false

true

the observable culture includes the unique stories, ceremonies, and corporate rituals that make up the history of the firm or a group within the firm. true or false

true

the system of shared actions, values, and beliefs that develops within an organization and guides the behavior of its members is called an organizational culture. true or false

true

to many researchers and managers, shared common values lie at the heart of organizational culture. true or false

true

Failure to comply because a directive does not fall in the acceptable range of requests is called ___. (a) a zero sum game (b) powerlessness (c) political savvy (d) the zone of indifference

the zone of indifference

People use ___ in deciding whether to grant a leadership claim. (a) implicit theories (b) social constructions (c) collective leadership (d) social exchange

(a) implicit theories

The process of creating new ideas and putting them into practice is ___. (a) innovation (b) creative destruction (c) product innovation (d) process innovation

(a) innovation

The three criteria for effective negotiation are ___. (a) harmony, efficiency, and quality (b) quality, efficiency, and effectiveness (c) ethical behavior, practicality, and cost-effectiveness (d) quality, practicality, and productivity

(a) harmony, efficiency, and quality

___ is a condition in which dominant cultural patterns are in consistent with new emerging innovations. (a) Organizational cultural lag (b) Management philosophy (c) Internal integration (d) External adaptation

(a) Organizational cultural lag

___ are attuned to spiritual values and see their responsibility as being stewards for the good of the whole. (a) Servant leaders (b) Transformational leaders (c) Authoritarian leaders (d) Empowering leaders

(a) Servant leaders

Which of the following is an accurate statement about an adhocracy? (a) The design facilitates information exchange and learning (b) There are many rules and policies (c) Use of IT is always minimal. (d) IT handles routine problems efficiently (e) IT is quite common in older industries

(a) The design facilitates information exchange and learning

The story of a corporate turn around attributed to the efforts of a visionary manager is an example of ___. (a) a saga (b) a foundation myth (c) internal integration (d) a latent cultural artifact

(a) a saga

The team-building process can best be described as participative, data based, and ____. (a) action oriented (b) leader centered (c) ineffective (d) short term

(a) action oriented

A complex problem is best dealt with by a team using a(n) ____ communication network. (a) all-channel (b) wheel (c) chain (d) linear

(a) all-channel

Examples of ____ that can harm team performance include when someone is being aggressive, makes inappropriate jokes, or talks about irrelevant matters in a group meeting. (a) disruptive behaviors (b) maintenance activities (c) task activities (d) role dynamics

(a) disruptive behaviors

Grouping individuals and resources in the organization around products, services, clients, territories, or legal entities is an example of specialization ___. (a) divisional (b) functional (c) matrix (d) mixed form (e) outsourced specialization

(a) divisional

Grouping resources into departments by skill, knowledge, and action is the pattern. (a) functional (b) divisional (c) vertical (d) means-endchains (e) matrix

(a) functional

A rule of thumb for whether you can violate norms in a relationship is to not overexpend your __. (a) idiosyncrasy credits (b) relational disclosures (c) low LMX (d) reciprocity

(a) idiosyncrasy credits

When a person approaches a negotiation with the assumption that in order for him to gain his way, the other party must lose or give up something, the ___ negotiation pitfall is being exhibited. (a) myth of the fixed pie (b) escalating commitment (c) overconfidence (d) hearing problem

(a) myth of the fixed pie

A person facing an ethical dilemma involving differences between personal values and the expectations of the team is experiencing ___ conflict. (a) person-role (b) intrasender role (c) intersender role (d) interrole

(a) person-role

The best leadership style to use when tasks are highly repetitive is ___. (a) supportive (b) directive (c) charismatic (d) entrepreneurial

(a) supportive

Internal integration concerns ___. (a) the process of deciding the collective identity and how members will live together (b) the totality of the daily life of members as they see and describe it (c) expressed unproven beliefs that are accepted uncritically and used to justify current actions (d) groups of individuals with a pattern of values that rejects those of the larger society

(a) the process of deciding the collective identity and how members will live together

A ___ is when individuals go outside the formal system to accomplish a task or goal. (a) workaround (b) power base (c) network (d) political climate

(a) workaround

____ is the set of mechanisms used in an organization to link the actions of its subunits into a consistent pattern. (a) Departmentation (b) Coordination (c) Control (d) Formal authority

(b) Coordination

___ says that leadership is an emergent property of a group or network of interacting individuals. (a) Leadership identity construction (b) Distributed leadership (c) Leader-member exchange theory (d) Social exchange theory

(b) Distributed leadership

___ involves the choice of how to engage with leaders in producing leadership. (a) Implicit theories (b) Followership (c) Informal leadership (d) Reciprocity

(b) Followership

___ is grouping individuals by skill, knowledge, and action yields. (a) Divisional departmentation (b) Functional departmentation (c) Hybrid structuration (d) Matrix departmentation

(b) Functional departmentation

Any object, act, or event that serves to transmit cultural meaning is called ___. (a) a saga (b) a cultural symbol (c) a cultural lag (d) a cultural myth

(b) a cultural symbol

In the process of alternative dispute resolution known as ___, a neutral third party acts as a judge to determine how a conflict will be resolved. (a) mediation (b) arbitration (c) conciliation (d) collaboration

(b) arbitration

Power that comes from who you know is called ___. (a) human capital (b) association power (c) referent power (d) interpersonal power

(b) association power

Highly cohesive teams tend to be ____. (a) bad for organizations (b) good for members (c) good for social loafing (d) bad for norm conformity

(b) good for members

The statement "On our team, people always try to do their best" is an example of a(n) ____ norm. (a) support and helpfulness (b) high-achievement (c) organizational pride (d) personal improvement

(b) high-achievement

Adhocracies tend to favor ___. (a) vertical specialization and control (b) horizontal specialization and coordination (c) extensive centralization (d) a rigid strategy

(b) horizontal specialization and coordination

A major distinction between line and staff units concerns ___. (a) the amount of resources each is allowed to utilize (b) linkage of their jobs to the goals of the firm (c) the amount of education or training they possess (d) their use of computer information systems

(b) linkage of their jobs to the goals of the firm

The formal structures of organizations may be shown in a(n) ___. (a) environmental diagram (b) organization chart (c) horizontal diagram (d) matrix depiction

(b) organization chart

If you heard from an employee of a local bank "It's a tradition here for us to stand up and defend the bank when someone criticizes it," you could assume that the bank employees had strong ____ norms. (a) support and helpfulness (b) organizational and personal pride (c) ethical and social responsibility (d) improvement and change

(b) organizational and personal pride

Environmental complexity ___. (a) refers to the set of alliances formed by senior management (b) refers to the overall level of problems and opportunities stemming from munificence, interdependence, and volatility (c) is restricted to the general environment of organizations (d) is restricted to other organizations with which an organization must interact in order to obtain inputs and dispose of outputs

(b) refers to the overall level of problems and opportunities stemming from munificence, interdependence, and volatility

The "born" argument in leadership implies that leaders should be ___. (a) developed (b) selected (c) trained (d) transformed

(b) selected

Networking builds ___ in organizations. (a) human capital (b) social capital (c) informal systems (d) political savvy

(b) social capital

The obligation created when someone does you a favor is __. (a) feedback orientation (b) the norm of reciprocity (c) implicit followership theories (d) distributed leadership

(b) the norm of reciprocity

External adaptation concerns ___. (a) the unproven beliefs of senior executives (b) the process of coping with outside forces (c) the vision of the founder (d) the processes working together

(b) the process of coping with outside forces

Regarding the organizational design for a small firm compared to a large firm, ___. (a) they are almost the same (b) they are fundamentally different (c) a large firm is just a larger version of a small one (d) the small firm has more opportunity to use information technology

(b) they are fundamentally different

The team effectiveness equation states: Team effectiveness = ____ X (Process gains - Process losses). (a) Nature of setting (b) Nature of task (c) Quality of inputs (d) Available rewards

(c) Quality of inputs

Of the following statements, only ___ is true. (a) Principled negotiation leads to accommodation. (b) Hard distributive negotiation leads to collaboration. (c) Soft distributive negotiation leads to accommodation or compromise. (d) Hard distributive negotiation leads to win-win conflicts.

(c) Soft distributive negotiation leads to accommodation or compromise.

___ says that if you do not use power appropriately others will rise up to take it away. (a) Empowerment (b) Instrumental theory (c) The Iron Law of Responsibility (d) Coercive power

(c) The Iron Law of Responsibility

Conformity is an example of ___. (a) power distance orientation (b) prototypical followership (c) anti-prototypical followership (d) constructive orientation

(c) anti-prototypical followership

An ___ conflict occurs when a person must choose between two equally attractive alternative courses of action. (a) approach-avoidance (b) avoidance-avoidance (c) approach-approach (d) avoidance-approach

(c) approach-approach

When the leadership role at the top is divided among multiple people, it is called ___. (a) collective leadership (b) distributed leadership (c) co-leadership (d) shared leadership

(c) co-leadership

According to ___, whether leader behaviors will be effective depends on the situation. (a) trait approaches (b) behavior approaches (c) contingency theories (d) transactional theories

(c) contingency theories

Groups where the patterns of values outwardly reject those of the larger organization are ___. (a) external adaptation rejectionist (b) cultural lag (c) countercultures (d) organizational myths

(c) countercultures

The division of labor through the formation of work units or groups within an organization is called ___. (a) control (c) horizontal specialization (b) vertical specialization (d) coordination

(c) horizontal specialization

To increase team cohesiveness, one would ____. (a) make the group bigger (b) increase membership diversity (c) isolate the group from others (d) relax performance pressures

(c) isolate the group from others

When a person holds a prestigious position as a vice president in a top management team, but is considered just another member of an employee involvement team that a lower-level supervisor heads, the person might experience ___. (a) role underload (b) role overload (c) status incongruence (d) the diversity-consensus dilemma

(c) status incongruence

Both ___ goals should be considered in any negotiation. (a) performance and evaluation (b) task and substance (c) substance and relationship (d) task and performance

(c) substance and relationship

Culture concerns all of the following except ___. (a) the collective concepts shared by members of a firm (b) acquired capabilities (c) the personality of the leader (d) the beliefs of members

(c) the personality of the leader

The design of the organization needs to be adjusted to all but ___. (a) the environment of the firm (b) the strategy of the firm (c) the size of the firm (d) the operations and information technology of the firm (e) the personnel to be hired by the firm

(c) the size of the firm

___ is a sense of broader purpose that workers infuse into their tasks as a result of interaction with one another. (a) A rite (b) A cultural symbol (c) A foundation myth (d) A shared meaning

(d) A shared meaning

___ study the personal qualities and characteristics of leaders to identify their association with leader emergence and effectiveness. (a) Implicit leadership approaches (b) Managerial approaches (c) Behavior approaches (d) Trait approaches

(d) Trait approaches

Power distance is an example of ___. (a) an implicit followership theory (b) upward leadership (c) the leadership process (d) a follower role orientation

(d) a follower role orientation

When a manager asks people in conflict to remember the mission and purpose of the organization and to try to reconcile their differences in that context, she is using a conflict management approach known as ___. (a) reduced interdependence (b) buffering (c) resource expansion (d) appeal to common goals

(d) appeal to common goals

When a team member engages in social loafing, one of there commended strategies for dealing with this situation is to __. (a) forget about it (b) ask another member to force this person to work harder (c) give the person extra rewards and hope he or she will feel guilty (d) better define member roles to improve individual accountability

(d) better define member roles to improve individual accountability

One of the essential criteria of a true team is ____. (a) large size (b) homogeneous membership (c) isolation from outsiders (d) collective accountability

(d) collective accountability

The patterns of values and philosophies that outwardly reject those of the larger organization or social system are called ___. (a) sagas (b) organizational development (c) rituals (d) countercultures

(d) countercultures

A matrix structure ___. (a) reinforces unity of command (b) is inexpensive (c) is easy to explain to employees (d) gives some employees two bosses (e) yields a minimum of organizational politics

(d) gives some employees two bosses

Compared to the machine bureaucracy (mechanistictype), the professional bureaucracy (organic type) ___. (a) is more efficient for routine operations (b) has more vertical specialization and control (c) is larger (d) has more horizontal specialization and coordination mechanism (e) is smaller

(d) has more horizontal specialization and coordination mechanism

If a manager and subordinate have a lot of trust and support for one another, we can say they have a ___. (a) weak norm of reciprocity (b) idiosyncratic relationship (c) low LMX relationship (d) high LMX relationship

(d) high LMX relationship

When someone returns a favor to relieve an obligation very quickly it is an example of __. (a) economic exchange (b) interest (c) equivalence (d) immediacy

(d) immediacy

Commonly held cause-effect relationships that cannot be empirically supported are referred to as ___. (a) cultural lags (b) rituals (c) management philosophy (d) organizational myths

(d) organizational myths

A co-acting group is most likely to use a(n) ____ communication network. (a) interacting (b) decentralized (c) centralized (d) restricted

(d) restricted

inconsistent is countercultures. not inconsistent is subcultures. consistent is subcultures.

-

What choice would you make if you were designing a mechanistic organization that functions like a well-oiled machine? A) All the answer choices are correct B) High on formalization and standardization, C) Formal coordination and narrow span of control D) High on centralization and departmentalization

A) all the answer choices are correct

Complexity refers to the variety of things you need to pay attention to in the environment. The context of the market, environmental considerations, and social changes deal with the: A) General environment B) Specific environment

A) general environment

If you heard from an employee of a local bank, "it's tradition here for us to stand up and defend the bank hen someone criticizes it," you could assume that the bank employees had strong _________ norms. A) organizational and personal pride B) support and helpfullness C) improvement and change D) ethical and social responsibility

A) organizational and personal pride

Which statement about self-managing teams is most accurate? A) They should let members plan and control their own work B) They operate with elected team leaders C) They always improve performance, but not satisfaction D) They should have limited decision-making authority

A) they should let members plan and control their own work

The indirect conflict management approach that uses the chain of command for conflict resolution is known as __________. A) upward referral B) avoidance C) smoothing D) appeal to common goals

A) upward referral

Accommodation is a conflict management strategy may be used when an issue is trivial. TRUE OR FALSE

FALSE

When Japanese workers start each day with the company song, this is an example of a(n) ______________. A) underlying assumption B) myth C) ritual D) symbol

C) Ritual

In a business setting, a firm's system of shared actions, values, and beliefs that develops within the company and guides the behavior of its members is called its __________. A) domestic culture B) institutional culture C) corporate culture D) indigenous culture E) bureaucratic culture

C) corporate culture

__________ are groups of individuals with a unique pattern of values and philosophy that is NOT inconsistent with the organization's dominant values and philosophy. A) Subordinate cultures B) Tributary cultures C) Subcultures D) Countercultures E) Collateral cultures

C) subcultures

Which approach to conflict management can be best described as both highly cooperative and highly assertive? A) competition B) accomodation C) compromise D) collaboration

D) collaboration

When a team decision requires a high degree of commitment for its implementation, a(n) ________ decision is generally preferred. A) majority rule B) minority rule C) authority D) consensus

D) consensus

Individuals who engage in voice likely have a A) weak feedback orientation B) prototypical leadership theory C) power distance orientation D) constructive follower orientation

D) constructive follower orientation

Which of the following involves the creation of guidelines so that similar work activities are repeatedly performed in a similar fashion? A) Formalization B) Centralization C) Decentralization D) Standardization E) Coordination

D) standardization

A counterculture is a group of individuals with a unique pattern of values and philosophy that is consistent with the organization's dominant values and philosophy. TRUE OR FALSE

FALSE

A product divisional form of departmentalization is the best organizational structure for a company that produces only one product but sells in numerous geographical locations. TRUE OR FALSE

FALSE

___ help individuals have influence in organizations and provide protection against powerful others. (a) Social skills (b) Political climates (c) Formal systems (d) Power bases

Power bases

Task characteristics, reward systems, and team size are all ___ that can make a difference in team effectiveness. (a) processes (b) dynamics (c) inputs (d) rewards

c) inputs

Engaged employees are more likely to help their colleagues when needed and volunteer to take on extra assignments. These actions are often referred to as: a) Organizational Citizenship behaviors (OCBs) b) Organizational Socialization c) Management by Objectives (MBO)

a) Organizational Citizenship Behaviors (OCBs)

Considering the framework outline in the McGinn and Lingo article, the three types of power you can use to resolve tension are: a) Positional, personal and relational b) reciprocity, personal, and social proof c) Personal, influence and relational

a) Positional, personal, and relational

Which conflict management style involves being uncooperative and assertive? This style is characterized by working against the wishes of the other party, engaging in win-lose competition, and/or forcing things to a favorable conclusion through the exercise of authority. a) competition b) avoidance c) compromise d) collaboration e) accommodation

a) competition

Which of the following are processes that lead to team effectiveness? a) effort, knowledge and strategy b) resources and systems, nature of tasks and team composition c) team output, team growth, individual learning

a) effort, knowledge and strategy

Some of the tradeoffs in having control over an organization through centralization is: A) Exceptions slow down the responsiveness of your organization B) Not able to adapt to changes C) Assumes you are able to know every contingency that could arise D) None of these answers are correct

a) exceptions slow down the responsiveness of your organization

When two groups are in competition with one another, ____ may be expected within each group. (a) greater cohesiveness (b) less reliance on the leader (c) poor task focus (d) more conflict

a) greater cohesiveness

The tendency of teams to lose their critical evaluative capabilities during decision making is a phenomenon called ____. (a) groupthink (b) the slippage effect (c) decision congruence (d) group consensus

a) groupthink

Values, underlying assumptions, and deep beliefs make up the ______ component of an organization's culture. A) invisible B) visible

a) invisible

The FIRO-B theory deals with ____ in teams. (a) membership compatibilities (b) social loafing (c) dominating members (d) conformity

a) membership compatibilities

______________ are important because they are used to tell new members the real mission of the organization, how the organization operates and how individuals can fit into the company. a) sagas b) epics c) rites d) rituals e) legends

a) sagas

All of the following are types of position power EXCEPT: A) statutory power. B) legitimate power. C) reward power. D) information power. E) coercive power.

a) statutory power

When a team achieves its performance goals regarding quantity, quality, and timeliness of work results, the __________ characteristic of team effectiveness is being demonstrated. A) task performance B) member satisfaction C) team excellence D) team changeability E) team viability

a) task performance

Which of the following set of conditions would require the narrowest span of control? a) tasks are complex, when subordinates are inexperienced or poorly trained, or when tasks call for team effort b) tasks are straightforward, when subordinates are inexperienced or poorly trained, or when tasks call for team effort c) tasks are complex, when subordinates are inexperiences of poorly trained, or when tasks call primarily for individual effort.

a) tasks are complex, when subordinates are inexperienced or poorly trained, or when tasks call for team effort.

The formal study of change has been traced back to Kurt Lewin. Lewin developed a four-part model of change. This model includes: a) understand context of change, unfreeze the organization, make the change, refreeze the organization b) internal driving forces, external driving forces, restraining forces, and systematic change plan c) unfreeze the organization, develop a systematic change plan, leverage internal driving forces, refreeze the organization

a) understand context of change, unfreeze the organization, make the change, refreeze the organization

A lose-lose conflict is likely when the conflict management approach is one of ____. (a) collaborator (b) altering scripts (c) accommodation (d) problem solving

accommodation

during conflict situation, kyle is cooperative but unassertive with his employees. he tries to smooth over their differences but it only produces a false sense of harmony among them. which type of conflict management style is kyle using?

accommodation

when issues are more important to others than to yourself or when you want to build 'credits' for use in later disagreements ______ may be used.

accommodation

In Lewin's four part model of change, ________ relates to putting in new reward systems and policies. a) Leveraging internal driving forces b) refreezing the organization c) making the change d) unfreezing the organization

answer: refreezing the organization

The best size for a problem-solving team is usually ___ members. (a)no more than 3 or 4 (b)5 to 7 (c)8 to 10 (d)around 12 to 13

b) 5 to 7

Within which of the following major stages of a planned change implementation in Kurt Lewin's model would you place the 'creating a vision' step in Kotter's planned change model? a) Change (Move) b) Mobilize (Unfreeze) c) Sustain (Freeze or Re-freeze) d) All of the answer choices are correct

b) Mobilize (Unfreeze)

Ralph makes it a point to always offer help in technical areas in which he is skilled and knowledgable. His subordinates trust his judgment, and form one of the most productive units. What type of power is Ralph exerting? a) legitimate power b) expert power c) coercive power d) reward power e) referent power

b) expert power

The following are the reasons why the common knowledge effect occurs EXCEPT: a) conflict avoidant members b) group consensus c) groupthink d) team composition

b) group consensus

What can be predicted when you know that a work team is highly cohesive? (a) high-performance results (b) high member satisfaction (c) positive performance norms (d) status congruity

b) high member satisfaction

Self-managing teams ___. (a) reduce the number of different job tasks members need to master (b) largely eliminate the need for a traditional supervisor (c) rely heavily on outside training to maintain job skills (d) add another management layer to overhead costs

b) largely eliminate the need for a traditional supervisor

It is during the ___ stage of team development that members begin to come together as a coordinated unit. (a) storming (b) norming (c) performing (d) total integration

b) norming

With regards to decision-making, what should the best teams do? a) stay together as a group all of the time because they work well together b) not limit themselves to just one decision-making method, using it over and over again regardless of circumstances c) take decisions spontaneously, without much discussion d) Not encourage exchange of ideas e) let the smartest person in the group make most of the decisions

b) not limit themselves to just one decision-making method, using it over and over again regardless of circumstances.

Which of the following emphasizes horizontal specialization, extensive use of personal coordination, and loose rules, policies and procedures? a) departmental bureaucracy b) organic bureaucracy c) functional bureaucracy d) mechanistic bureaucracy

b) organic bureaucracy

The Ringlemann effect describes ___. (a) the tendency of groups to make risky decisions (b) social loafing (c) social facilitation (d) the satisfaction of members' social needs

b) social loafing

Your leader makes it well known that she doesn't have time for employees' personal problems. She doesn't really care who does the work as long as it is good quality. Further, she sets high standards, lets you know if you are not maintaining a high level of performance, and she doesn't care whose feelings are hurt as a result. She can be described as leader _______ in consideration and _________ in initiating structure. a) High; Low b) Low; Low c) Low; High d) High; High

c) Low; High

The team decision technique of _______ asks everyone to respond individually and in writing to a basic question such as: "What should be done to improve effectiveness of this work team?" a) statutory technique b) freewheeling technique c) nominal group technique d) brainstorming technique e) delphi technique

c) nominal group technique

If two units or teams in an organization are engaged in almost continual conflict and the higher manager decides it is time to deal with matters through managed interdependence, which is a possible choice of conflict management approach? (a) compromise (b) buffering (c) appeal to common goals (d) upward referral

buffering

Complexity leadership approaches offer an alternative to ___ organizing principles. (a) systems (b) political (c) transformational (d) bureaucratic

bureaucratic

Getting into a market after a competitor has entered a market is a _______ change. a) Radical b) Proactive c) Reactive d) Unplanned

c) Reactive

Team performance can suffer when: a) goals are unclear. b) when goals are insufficiently challenging. c) All of the answer choices are correct d) resources are inefficient to accomplish the task. e) goals are too focused on individual-level accomplishments.

c) all of the answer choices are correct

Which of the following characteristics of a change leader is/are related to successful implementation of change? a) flexibility b) credibility c) all of the answer choices are correct d) determination e) focus

c) all of the answer choices are correct

When a team decision requires a high degree of commitment for its implementation, a(n) ___ decision is generally preferred. (a) authority (b) majority rule (c) consensus (d) minority rule

c) consensus

_________ are groups of individuals with a unique pattern of values and philosophy that is inconsistent with the organization's dominant value and philosophy. a) subordinate cultures b) competitive cultures c) countercultures d) subcultures e) societal cultures

c) countercultures

Groupthink can be avoided by doing all of the following EXCEPT: a) assigning the role of critical evaluator to each group member. b) inviting outside experts to observe and react to group processes. c) having the leader express his/her preference for a particular course of action. d) creating subgroups that each work on the same problem. e) writing alternative scenarios for the intentions of competing groups.

c) having the leader express his/her preference for a particular course of action

Organizational politics occur in the ________ of an organization a) boundaries b) hierarchical structures c) informal systems d) formal systems

c) informal systems

a manager from a different department smugly walks into your office and says that if you don't work the night shift for the next two months, he will ensure that you will not receive a promotion. This manager is using what source of power?

coercive

What form of power stems from the expectation that a person will be punished if he or she fails to conform to influence attempts? (a) reward power (b) legitimate power (c) coercive power (d) referent power

coercive power

Which approach to conflict management can be best described as both highly cooperative and highly assertive? (a) competition (b) compromise (c) accommodation (d) collaboration

collaboration

One of the key ways management influences the organizational culture is via the ___________. a) reward systems it establishes b) people it fires c) leaders assigned to top management d) all of these choices are correct e) people it hires

d) all of these choices are correct

When dealing with conflict situations in her department, Morgan emphasizes cooperation and assertiveness. Differences are worked through together so that everybody's concerns are addressed and everyone gains something in the end. Which conflict management style does Morgan use? a) compromise b) accommodation c) avoidance d) collaboration e) competition

d) collaboration

When a new team member is anxious about questions such as "Will I be able to influence what takes place?" the underlying issue is one of ___. (a) relationships (b) goals (c) processes (d) control

d) control

According to the planned change model proposed by John Kotter, which of the following is the first step in implementing a planned change? a) creating a vision b) empowering others to act on the vision c) planning for and creating short-term wins d) establishing a sense of urgency e) forming a powerful guiding coalition

d) establishing a sense of urgency

Team performance is not in danger of suffering when: a) goals are too focused on individual-level accomplishments b) resources are inefficient to accomplish the task c) goals are unclear d) goals are well-designed

d) goals are well designed

The top management of the GreenBucks Hills Coffee company has just decided to serve beer and wine after 5 pm at its 3000 retail outlets in the united states, in response to a perceived opportunity to attract customers between work hours and dinnertime. This is an example of which of the following types of change? a) Externally-driven change b) reactive change c) unplanned change d) Proactive change

d) proactive change

An effective team is defined as one that achieves high levels of task performance, member satisfaction, and _____. (a) coordination (b) harmony (c) creativity (d) team viability

d) team viability

Which statement about self-managing teams is most accurate? (a) They always improve performance but not satisfaction. (b) They should have limited decision-making authority. (c) They operate with elected team leaders. (d) They should let members plan and control their own work.

d) they should let members plan and control their own work

Tony is a manager at Tone corporation. As a manager he can modify the _______ of culture, such as the language, stories, rites, rituals and sagas. a) vocal aspects b) oral aspects c) written aspects d) visible aspects e) verbal aspects

d) visible aspects

___ is a passive form of resistance that involves noncompliance. (a) Constructive resistance (b) Dysfunctional resistance (c) Controlled resistance (d) Conscientious resistance

dysfunctional resistance

Len emphasizes cooperation and assertiveness in dealing with conflict situations in his department. Differences are worked through together so that everybody's concerns are addressed and everyone gains something in the end. Len uses which conflict management style? a) Avoidance b) Compromise c) Competition d) Accommodation e) collaboration

e) collaboration

At IBM, the ____________ culture would include the unique stories, ceremonies and corporate rituals that make up the history of the firm. a) latent b) shared c) common d) implicit e) observable

e) observable

Three important levels of cultural analysis in organizations are: a) explicit culture, implicit culture, and common assumptions b) shared objectives, shared values and shared mission c) unobservable culture, role models and shared mission d) implicit culture, shared values, and common experiences e) observable culture, shared values, and common assumptions

e) observable culture, shared values, and common assumptions

Organizations with _________ possess a broadly and deeply shared value system that can provide a strong corporate identity, enhance collective commitment, provide a stable social system, and reduce the need for formal and bureaucratic controls. a) strong artifacts b) strong top managers c) strong designs d) strong structures e) strong cultures

e) strong cultures

When teams accomplish more than the total of their individual members' capabilities, what occurs? a) union b) harmony c) exchange d) association e) synergy

e) synergy

_________ set the tone for a culture and for cultural change. a) first-line supervisors b) competitors c) Middle level managers d) shareholders e) Top managers

e) top managers

The performance advantages of teams over individuals are most evident in all of the following cases EXCEPT: a) when a division labor is required b) when there is no clear 'expert' for a particular task c) when problems are complex d) when a sharing of information is required e) when a conservative decision is required

e) when a conservative decision is required

When leaders create moral awareness and concern, enhance moral reasoning, and encourage moral responsibility, they are creating more ___. (a) transformational leadership (b) ethical climates (c) empowering climates (d) authenticity

ethical climates

in modern day organizations, when change is implemented it is often a:

failure

We could almost say that it is in ___ that leadership is created. (a) positions (b) authority (c) following (d) hierarchy

following

Social power differs from ___, which is power made operative against another's will. (a) powerlessness (b) force (c) dependence (d) zero sum game

force

team performance is not in danger of suffering when:

goals are well designed

Organizational politics occur in the ___ of an organization. (a) hierarchical structures (b) boundaries (c) formal systems (d) informal systems

informal systems

When individuals respond to power because they want to obtain a reward or avoid punishment, they are being ___. (a) politically savvy (b) empowered (c) instrumental (d) resistant

instrumental

One of the problems with the suppression of conflicts is that it ___. (a) creates winners and losers (b) is a temporary solution that sets the stage for future conflict (c) works only with emotional conflicts (d) works only with substantive conflicts

is a temporary solution that sets the stage for future conflict

____ occurs through processes of claiming and granting. (a) Followership (b) Leadership identity construction (c) Implicit theory (d) Status

leadership identity construction

Charisma is most aptly described as a ___ process. (a) leader (b) relational (c) follower (d) situational

relational

which of the following is not a key team input?

member satisfaction

Ethical leadership theory is a ___ theory of leadership. (a) transformational (b) transactional (c) normative (d) complexity

normative

Research has shown that charisma is ___ for most chief executives. (a) a neutralizer (b) a substitute (c) beneficial (d) not beneficial

not beneficial

The three levels of cultural analysis highlighted in the text concern ___. (a) observable culture, shared values, and common assumptions (b) stories, rites, and rituals (c) symbols, myths, and stories (d) manifest culture, latent culture, and observable artifacts

observable culture, shared values, and common assumptions

Conflict that ends up being "functional" for the people and organization involved would most likely be ___. (a) of high intensity (b) of moderate intensity (c) of low intensity (d) nonexistent

of moderate intensity

Bass modified Burns's theory to focus on ___ rather than moral interests. (a) organizational (b) societal (c) follower (d) collective

organizational

Legitimate power is a form of ___ power. (a) position (b) personal (c) connection (d) information

position

To help avoid the dangers of charisma, leaders should reduce ___. (a) transactions (b) task-oriented behaviors (c) power distance (d) networks

power distance

According to Burns's theory, ___ are not leaders. (a) bureaucrats (b) power wielders (c) managers (d) socialized charismatics

power wielders

what type of power does a manager exercise when he or she offers pay raises, bonuses, special assignments, or compliments as incentives to subordinates?

reward power

What are the questions you can ask to determine if a change has been successful on a long-term level? select one or more:

select all (ask yagmur for options on this one)

a student from your university recently called you to ask for a donation. During the pitch, he said that a large percentage of undergraduate alumni have donated, and an even larger percentage of BHP alumni from your graduation year have donated. according to the six principles of persuasion, which two of the following is the caller using?

social proof and liking

to begin understanding an organization's culture, it is often easiest to start with which of the following?

stories about the organization

Which of the following statements is incorrect regarding subcultures?

subcultures reflect groups with a unique pattern of values and philosophy that are inconsistent with the dominant culture of the larger organization or social system

A/an ___ conflict occurs in the form of a fundamental disagreement over ends or goals and the means for accomplishment. (a) relationship (b) emotional (c) substantive (d) procedural

substantive

conflict as it is experienced in the daily workplace involves at least two basic forms, ____ and _____

substantive conflict and emotional conflict

______ set the tone for a culture and for cultural change.

top managers

A type of leadership that is often missed in discussions of leadership is _______ leadership. (a) face-to-face (b) downward (c) hierarchical (d) upward

upward

The indirect conflict management approach that uses the chain of command for conflict resolution is known as ___. (a) upward referral (b) avoidance (c) smoothing (d) appeal to common goals

upward referral