MGMT Final 6100
A group can be defined as
A collection of individuals who interact with each other such that one person's interactions have an impact on the others.
According to the interactionist perspective of behavior, behavior is
A function of the person and the situation interacting with each other.
According to Katzenbach and Smith in "The Discipline of Teams," all the following are elements of the definition of teams except
A small group of people whose performance is a function of what its members do as individuals
All of the following are true concerning organizational culture, except
A strong culture will lead to increased performance.
All of the following are recommendations for successfully managing diversity except
Providing preferential treatment, like hiring a less-qualified minority candidate.
Positive outcomes of conflict include all of the following except
Quicker resolution of issues
The power that stems from personal characteristics of the person, such as the degree to which we like, respect, and want to be like them. It is often called charisma.
Referent Power
Values
Reflect what is most important to individuals, are established throughout one's life as a results of accumulating life experiences and are relatively stable.
House's Path-Goal Theory of Leadership is based on the expectancy theory of motivation, where employees are motivated when they believe - or expect - all the following, except
they are not the Least Preferred Coworker
The following refers to which element of organizational culture: "The visible manifestations of culture are the physical and social environment of the organization - both tangible and intangible. These observable characteristics include physical space, the technological output of the group, artistic productions, the way people dress, the hours and patterns of work schedules, the fringe benefits, the end-of-quarter beer busts, or the overt behavior of its members."
Artifacts
The following refers to which element of organizational culture? "Culture is comprised of processes, or ways of working together, and of shared criteria for making decision-making, which at one point in the organization's history were explicitly debated, but which have been employed so successfully so often, that they are taken for granted and have come to be adopted without debate."
Assumptions
The following refers to which element of organizational culture? "They have become so taken for granted that one finds little variation within a cultural unit. In fact, they are so strongly held within a group that members will find behavior based on any other premise as inconceivable, non-debatable, and non-confrontable. They form the foundation of an organization's culture."
Assumptions
Which of the conflict handling styles may be habitual to individuals with a high need for affiliation personality trait?
Avoidance
According to Daniel Goleman in "What Makes a Leader," all of the following are components of Emotional Intelligence except
Extraversion.
Individuals with a high external locus of control
Believe that what happens to them is out of their control, and may be caused by other people, luck, or a powerful being.
Cultures are generally maintained through all of the following except
Coercion
The power or ability to take something away or punish someone for noncompliance.
Coercive Power
________ refers to the degree of camaraderie within the group and is often associated with increased levels of productivity and rewarding experience for the group's members
Cohesion
This conflict handling style is high on both assertiveness and cooperation. It is the strategy to use for achieving the best outcome from conflict, with the objective to find a win-win solution.
Collaboration
The influence of Frederick Taylor's Scientific Management led to the following changes in the workplace except
Companies created an environment where employees had discretion to make decision regarding their work was to be done.
People exhibiting this conflict handling style want to reach their goals regardless of what others say or feel. They are more interested in getting the outcome they want as opposed to keep the other party happy.
Competition
Conflict is a process that involves people disagreeing. Which of the following statements about conflict is not true?
Conflict is a dysfunctional part of organizational life.
Power derived from dependency is increased do to all of the following, except
Conformity
Job performance is often viewed as a function of three factors expressed in an equation of the form, Performance = (Factor A) x (Factor B) x (Factor C). Which of the following is not one of the three factors that lead to performance?
Conscientiousness
The degree to which a person is organized, systematic, punctual, achievement oriented, and dependable refer to which of the Big Five Personality Traits?
Conscientiousness
The Transformational Leadership Theory distinguishes between transformational leadership styles and transactional leadership styles. Which is not an element of transformational leadership?
Contingent rewards
All of the following are social team roles except
Coordinator
According to Michael Beer's formula for leading change, ( D x M x P ) > C The variable C stands for ________________.
Cost of Change
According to "Six Habits of Merely Effective Negotiators," by James K. Sebenius, experienced and successful negotiators should approach negotiations as a process to reconcile underlying positions.
False
The power that comes from knowledge and skill.
Expert Power
All of the following are common responses to influence, except
Dependency
360-Degree Feedback is best used for
Developmental purposes
According to Michael Beer's formula for leading change, ( D x M x P ) > C The variable D stands for ________________.
Dissatisfaction
Reinforcement Theory describes four interventions to modify employee behavior. Two of these are methods of increasing the frequency of desired behaviors, while the remaining two are methods of reducing the frequency of undesired behaviors. Which of the following is not one of these four intervention methods?
Distributive Justice
All of the following are benefits of diversity in the workplace except
Diverse teams have quicker and more efficient decision making.
Nitin Nohria and Paul Lawrence's Four-Drive Theory
Drive to Acquire Drive to Bond Drive to Comprehend Drive to Defend
According to Daniel Goleman in "What Makes a Leader," what distinguishes great leaders from merely good leaders is
Emotional Intelligence
All of the following are ways to increase employee empowerment at work except
Ensure employees are provided authority to make decisions, and train managers to step in if employees make the wrong decisions.
The first step in John P. Kotter's process for Leading Change is to __________.
Establish a sense of urgency
Which of the following is not one of Maslow's Hierarchy of Needs?
Existence
The earliest studies of motivation involved an examination of individual needs. Researchers believed that employees make the effort to try hard and demonstrate goal-driven behavior in order to satisfy needs. Which of the following is not a needs-based theory of motivation.
Expectancy Theory
Which theory of motivation proposes that motivation is determined by whether an individual believes that high levels of effort will lead to performance, that performance is related to rewards, and that the rewards will be desirable?
Expectancy Theory
According to Frederick Herzberg's Two-Factor Theory, improving working conditions, increasing salary, and enhancing job security will improve motivation and encourage employees to try harder.
False
According to Patrick M. Lencioni in "The Trouble with Teamwork," a leadership team is a group of executives who work independently with few expectations for collaboration, where members know exactly what they can, and more importantly, cannot expect of one another, and where can focus on how to accomplish goals with clarity.
False
Both task-oriented behaviors and people-oriented behaviors seem to be related to important outcomes. Task-oriented behaviors seem to lead to greater employee satisfaction while people-oriented behaviors are more strongly related to leader effectiveness.
False
In arbitration, an outside third party attempts to assist the parties in reaching an agreement. The arbitrator can facilitate, suggest, and recommend solutions while working with both parties. Instead of representing a specific party, the arbitrator's role is to help the parties share feelings, air and verify facts, exchange perceptions, and work towards agreements. An arbitrator does not resolve the charge or impose a decision on the parties.
False
The Myers-Briggs Type Indicator (MBTI) is perhaps the most well-known and most often used personality assessments, with an estimated 2.5 million people taking the assessment every year and more than 80 of the Fortune 100 companies using it in some form. One of the reasons that it is so widely used is that research has shown the Myers-Briggs Type Indicator to be very useful in employee selection (hiring) as it helps to predict employee effectiveness in the workplace.
False
The integrative approach to negotiations is the traditional "fixed-pie" approach, where an increase on one side results in a decrease on the other side
False
A significant difference between Fiedler's Contingency Theory and House's Path-Goal Theory is that
Fiedler's Contingency Theory assumes that a leader's style is fixed and only the environment can change, while House's Path-Goal Theory assumes a leader can vary their style depending on the situation.
Contingency Approaches to Leadership
Fiedler's contingency theory (LCP Theory) situational leadership (Blanchard and Hershey) House's path-goal theory of leadership Vroom and Yetton's normative decision model
All of the following are general characteristics found in effective appraisal systems except
Forced ranking systems that provide clearly defined differentiation between top performers and poor performers.
The following refer to which element of organizational culture? "There definitely is an Exxon way. This is John D. Rockefeller's company, this is Standard Oil of New Jersey, this is the one that is most closely shaped by Rockefeller's traditions. Their values are very clear. They are deeply embedded. They have roots in 100 year of corporate history."
Founder's Values
The two factors that are most important in the creation of an organization's culture are
Founder's values and industry demands
All of the following are reasons why Goal Setting Theory increases motivation except
Goals drive employee performance and motivation, even when employees are lacking the skills and abilities needed to accomplish the goal.
While Goal Setting Theory is one of the most influential, practical and important theories of motivation, it also has some potentially negative implications. All the following are potential negative outcomes from goal setting except
Goals lead to a decrease in morale and motivation since there is a chance that the goal will not be met.
According to Geert Hofstede's Culture Framework, the following description would refer to which cultural dimension? A culture that has stronger bonds to their groups and group membership forms a person's self identity, where family bonds are more influential in people's daily lives, and where sharper distinctions are drawn between the groups they below to and those not considered to be in their in-group.
High Collectivism/Low Individualism
According to Geert Hofstede's Culture Framework, the following description would refer to which cultural dimension? A culture where unequal distribution of power is seen as more acceptable, where people higher up in the organizational hierarchy are viewed as more powerful and deserving of a higher level of respect, and where employees are less likely to question the power and authority of their manager but are expected to conform.
High Power Distance
The most effective timeframe to provide feedback is
Immediately following high or low performance
The Leader-Member Exchange (LMX) Theory of Leadership deals with the benefits and consequences of
In-groups and out-groups and their relationships with their manager.
Bruce Tuckman introduced a five-stage map of group evolution. Which of the following is not one of the five stages?
Informing
Personality encompasses the relatively stable feelings, thoughts, and behavioral patterns a person has. Understanding someone's personality
Is helpful. It gives a manager clues about how that person is likely to act and feel in a variety of situations.
Which theory of motivation proposes that individuals are motivated by a sense of fairness based on social comparisons where the individual compares their inputs and outcomes with the inputs and outcomes of others?
J. Stacy Adams' Equity Theory
While the application of Scientific Management resulted in increased efficiency and productivity, the repetitive nature of the work had negative effects on motivation since these jobs were often boring. In an attempt to overcome these negative effects, managers developed alternatives to Scientific Management. Which of the following was not one of these alternatives?
Job Specialization
The power that comes from one's organizational role or position.
Legitimate Power
The Big Five Personality Traits include all the following except
Locus of Control
All of the following sets of studies illustrate how important it is to create checks and balances to help individuals resist the tendency to conform or to abuse authority, except
Marshmallow Studies
According to Michael Beer's formula for leading change, ( D x M x P ) > C The variable M stands for ________________.
Model
All of the following are steps of Kurt Lewin's three-stage model fo planned change except
Model
Which of David McClelland's acquired needs is viewed as an important trait for effectiveness in managerial and leadership positions?
Need for Power
According to David McClelland's Acquired-Needs Theory, individuals acquire three types of needs as a result of their life experiences. Which of the following is not one of these needs?
Need for Self-Actualization
All of the following can be sources of intentional or unintentional bias in performance reviews except
Objective Data
Clayton Alderfer's ERG Theory is often seen as a modification of Maslow's hierarchy of needs. In addition to grouping basic human needs in three categories instead of five, ERG theory proposed a relaxation of Maslow's assumptions. Which of the following is not a element of ERG Theory?
Only one need category is dominant at a given time.
The degree to which a person is curious, original, intellectual, creative and open to new ideas refers to which of the Big Five Personality Traits?
Openness
According to John P. Kotter in "What Leaders Really Do," leadership involves all the following except
Organizing and staffing.
According to Michael Beer's formula for leading change, ( D x M x P ) > C The variable P stands for ________________.
Process
All of the following are ways in which a manager can influence expectancy, except
Provide employees choice over rewards
Which of the following statements is not true about self-efficacy?
Self-efficacy is the degree to which a person has overall positive feelings about him or herself.
According to John P. Kotter in "What Leaders Really Do," management involves all the following except
Setting direction.
Sometimes group conflict can be resolved through majority rule. Which of the following statements on using majority rule is not true?
Since it represents the will of the majority, it can be used frequently to effectively resolve conflicts
The following refers to which element of organizational culture? "Onboarding refers to the process though which new employees learning the attitudes, knowledge, skills, and behaviors required to function effectively within an organization."
Socialization
Stereotypes are generalizations based on group characteristics. All of the following statements regarding stereotypes are true, except
Stereotypes are not common today, but only exist with individuals who have deeply held prejudices.
In this stage of Bruce Tuckman's model of group evolution, as members begin to feel sufficiently safe and included, they become more authentic and more argumentative. They begin to explore their power and influence and try to differentiate themselves from other group members instead of seeking common ground.
Storming
The following are barriers to effective teams, except
Storming phase
Group cohesion is influenced by all the following factors except
Strength
All of the following are key decisions in designing effective teams, except
Task
After scholars became disillusioned with the trait-based approaches to leadership in the 1940s, they began to focus on behavioral approaches to leadership by trying to determine the behaviors of effective leaders. Through the work of researchers at Ohio State University and the University of Michigan, two broad categories of leadership behaviors. These two categories are:
Task-oriented behaviors and people-oriented behaviors
Michigan and Ohio State Studies
Task-oriented leadership and People-oriented leadership
According to "Six Habits of Merely Effective Negotiators," by James K. Sebenius, reaching an agreement requires understanding and addressing your counterpart's problem as a means of solving your own.
True
Which of the following is not a common potential cause of conflict?
Team cohesion
According to Katzenbach and Smith in "The Discipline of Teams," most teams can be classified in one of three ways. Which is not one of these three classifications?
Teams that create things
Katzenbach and Smith - Discipline of Teams Teams Classified in 3 ways
Teams that recommend things Teams that make or do things Teams that run things
According to Patrick M. Lencioni in "The Trouble with Teamwork,"
Teamwork is a strategic choice
All of the following statements about pay-for-performance systems are true except
Tend not to focus employee energy on measurable, goal-directed behaviors but instead focus on less quantifiable behaviors like helping team members or being a good citizen of the company.
Leadership may be defined as:
The act of influencing others to work towards a goal.
According to Nitin Nohria and Paul Lawrence's Four-Drive Theory described in "Employee Motivation: A Powerful New Model," people are guided by four basic emotional needs, or drives. Which of the following is not one of these four drives?
The drive to achieve.
According to Patrick M. Lencioni in "The Trouble with Teamwork," the first and most important step in building a cohesive and functional team is
The establishment of trust
According to "Six Habits of Merely Effective Negotiators," by James K. Sebenius, partisan perceptions, where one portrays their own side as "more talented, honest and upright," is an extensively researched, unconscious mechanism that influences many negotiators.
True
According to "Cracking the Code of Change" by Michael Beer and Nitin Nohria, the theory of change which focuses on economic value and the "hard" approach where shareholder value is the only legitimate measure of corporate success is called ____________.
Theory E
According to "Cracking the Code of Change" by Michael Beer and Nitin Nohria, the theory of change which focuses on organizational capability and the "soft" approach to change where the goal is to develop corporate culture and human capability through individual and organizational learning is called ____________
Theory O
Which of the following statements is not true about positive affective individuals?
They focus on the "glass half full" and experience more anxiety and nervousness
Which of the following statements is not true about people who are high social monitors?
They tend to act the way they feel, regardless of what the social environment expects of them.
A group where members become conflict avoidant and focus more on trying to please each other may risk making flawed decisions, and even fall prey to groupthink. In such a case, the group may be suffering from
Too much cohesion
Contemporary Approaches to Leadership
Transformational Leadership Leader-Member Exchange Theory (LMX Theory) Servant Leadership Authentic Leadership
According to "Leading Change: Why Transformation Efforts Fail" by John P. Kotter, the change process in organizations goes through a series of phases that, in total, usually require a considerable length of time. Skipping steps creates only the illusion of speed and never produces a satisfying result.
True
According to Daniel Goleman in "What Makes a Leader," we are each born with certain levels of emotional intelligence skills. But we can strengthen these skills through persistence, practice, and feedback from colleagues or coaches.
True
According to John P. Kotter in "What Leaders Really Do," management and leadership both involve deciding what needs to be done, creating networks of people to accomplish the agenda, and ensuring that the work actually gets done.
True
As group size increases, the risk of social loafing increases.
True
Before change can take place, key organization members who are to adopt new attitudes and behavior must be dissatisfied with the status quo.
True
Management by Objective (MBO) can be described as "a process whereby the superior and subordinate managers of an organization jointly identify its common goals, define each individual's major areas of responsibility in terms of the results expected of him, and use these measures as guides for operating the unit and assessing the contribution of its members."
True
Organizational Culture is a pattern of basic assumptions - invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration - that has worked well enough to be considered valid and, therefore, to age taught to new members as the correct way to perceive, think, and feel in relation to those problems.
True
Vroom and Yetton's Decision Model approach to leadership has leaders answer seven key questions, working their way though a decision tree based on their responses, to determine which of five different leadership styles would be appropriate in the specific situation.
True
While House's Path-Goal Theory of Leadership is highly complicated and has not been fully and adequately tested, it has receive partial and encouraging support from researchers. However, the theory's greatest contribution may be that it highlights the importance of a leader's ability to change leadership styles depending on the personal characteristics of subordinates and the characteristics of the environment.
True
The following refers to which element of organizational culture? "Shared principles, standards, and goals." "These priorities served as normative, moral, and functional guidelines that help members of the group deal with uncertain situations. Priorities grow and develop within an organization as its members use different criteria for making decisions that lead to better or worse outcomes. The exercise of these criteria for prioritization in decision-making generally requires the definition and acceptance fo certain metrics as measure of goodness or badness, or better or worse."
Values
Hackman and Oldham's Job Characteristics Model provides insights on how to design jobs with increased motivational properties. Which of the following is not a basic premise of this theory?
When jobs are designed with several key attributes (variety, autonomy, and feedback), employees are better able to fulfill their Need for Achievement, leading to higher levels of satisfaction and motivation.
Some of the earliest approaches to the study of leadership sought to identify a limited set of traits, or personal attributes, that distinguished leaders from nonleaders. One of the main learnings from these trait approaches to leadership was:
While there are some some traits that have often been associated with leadership, not all traits are equally effective in all circumstances. Scholars now conclude that the traits that are important for leadership depends on the circumstances and conditions of the organizational situation
According to Katzenbach and Smith in "The Discipline of Teams," in addition to listening, responding constructively, and providing support to one another, teams must also have
an essential discipline
BATNA stands for
best alternative to a negotiated agreement
Power
is the ability to influence the behaviors of others to get what you want.
Dependency
is the power the that a person or unit gains from ability to handle actual or potential problems facing organizations.
After the disappointing results of the trait and behaviors approaches to leadership, scholars began to specifically incorporate the role of the environment into leadership theories. One of the first of these contingency approaches to leadership was Fiedler's Contingency Model (also called the LPC Theory of Leadership), developed by Fred Fiedler in the 1960s. One of the most important contributions from Fiedler's Contingency Model is that
it explicitly recognized that leadership effectiveness depends on the circumstanes and that different people can be effective in different situations.
The researchers studying behavioral approaches to leadership hoped to identify behaviors that would universally predict leadership in all circumstances. However, similar to the trait-based approaches to leadership, the behavioral approaches fell out of favor because they
neglected the environment in which the behaviors are demonstrated
Conformity
refers to the tendency people have to behave consistently with social norms.
Being mentored by a knowledgeable and powerful mentor has been shown to be important for career advancement. However, when companies do not have a formal mentoring program in which people are assigned to a specific mentor, people are more likely to develop a mentoring relationship with someone who is similar to them in demographic traits. This can limit opportunities for employees who do not reflect the predominent demographic traits of the majority of the company's leaders. This is an example of
similarity-attraction phenomenon.
Kenneth Blanchard and Paul Hersey's Situational Leadership Theory (SLT), a contingency approach to leadership, suggests that
the appropriate leadership style depends on the competence and commitment (employee readiness) of an individual.
