MGMT Test 3 (Ch. 11-15)
All charismatic leaders tend to be positive role models. a. True b. False
F
As a response to power, compliance involves employees doing their work because they want to, not because they have to. a. True b. False
F
Based on their sense of personal control, externals prefer participatory supervisors who delegate. a. True b. False
F
Building sources of personal power is the final step involved in exercising power through influence. a. True b. False
F
Confirmation bias means that people tend to seek information that disconfirms a decision before seeking information that confirms a decision. a. True b. False
F
Emotionally intelligent leaders talk more than they listen. a. True b. False
F
Identifying a few possible courses of action is the first step involved in the rational decision-making process. a. True b. False
F
Inertia refers to the ability of organizations to change as rapidly as the environment. a. True b. False
F
Introverted people often perform better when their tasks relate to engaging and developing relationships with others. a. True b. False
F
Leaders must not allow employees affected by change to vent their frustrations or concerns. a. True b. False
F
Leadership substitutes are aspects that hinder a leader's ability to act a particular way. a. True b. False
F
Legitimate power is the perception that someone can provide positive consequences or remove negative ones for certain behavior. a. True b. False
F
Organic change is a process where change is initiated in response to some known external threat or opportunity. a. True b. False
F
Organizations that focus on both sustainable and disruptive technologies often make bad decisions concerning disruptive innovations. a. True b. False
F
Positional power is often more influential and effective than personal power. a. True b. False
F
The ability to communicate effectively with others is called self-awareness. a. True b. False
F
The bounded rationality framework contends that individuals make decisions under conditions of certainty. a. True b. False
F
The representativeness heuristic contends that individuals make choices based on a certain starting point. a. True b. False
F
According to the leader-member exchange theory, leaders treat each member differently. a. True b. False
T
Dependence asymmetry exists when a firm is more dependent on a business partner than a business partner is on a firm. a. True b. False
T
Dissatisfaction provides the energy necessary for breaking organizational inertia. a. True b. False
T
Divergent thinking is defined as the ability to combine or link ideas in new ways to generate useful alternatives. a. True b. False
T
During adversity, personal helplessness occurs when people blame themselves, believing that there might be an appropriate personal response but that it is beyond their reach or repertoire of skills and abilities. a. True b. False
T
Fiedler's contingency model suggests that the situation should be changed to match the leader. a. True b. False
T
Heuristics are the short-cuts that individuals use to save time when making complex decisions. a. True b. False
T
High self-monitors are able to adapt and change their style according to the dictates of the situation. a. True b. False
T
In an increasingly heterogeneous workplace, differences of opinion become more apparent and overt disagreement is more likely to take place. a. True b. False
T
In communicating the model for change, leaders need to appeal to both logic and emotions. a. True b. False
T
In the context of positional power, relevance is specific to those individuals who are engaged in activities that are closely aligned with an organization's priorities. a. True b. False
T
Intelligence involves a person's ability to adapt to changes in the environment. a. True b. False
T
Intuitive decision making often emerges from subconscious activity. a. True b. False
T
One result of globalization is the increasing need for organizations to tailor their products and services to local preferences. a. True b. False
T
One way in which weaker parties can gain strength and power in organizations is through the formation of coalitions. a. True b. False
T
Programmed decisions generally do not require a manager or higher-level employee to execute. a. True b. False
T
Referent power is based on the personal liking an individual has for another. a. True b. False
T
Social competency includes a leader's ability to be aware of how other people's attitudes, assumptions, and beliefs are related to their behaviors and motivation. a. True b. False
T
The best leaders display both transactional and transformational leadership behaviors. a. True b. False
T
The classical model of decision making seeks to maximize economic or other outcomes using a rational choice process. a. True b. False
T
Using SCRIPTS allows managers to increase the flexibility and speed of their decisions. a. True b. False
T
When an individual's ability to self-monitor differs from that of others, his or her workplace behavior may also differ, affecting workplace relationships. a. True b. False
T
A production team at TriCo Inc. came up with a way to reorganize its work station so as to greatly reduce the setup time required for new production runs. Within a year, other production teams throughout the company had reorganized their work stations to match. The efficiencies gained were the result of _____ change. a. organic b. transformative c. planned d. reactive
a
According to Peter Drucker, which of the following questions should individuals address to better understand themselves? a. What are my strengths? b. How do others perform? c. Who are my role models? d. Am I emotionally intelligent?
a
According to Whetten and Cameron, power that comes from an individual's formal place within an organization's structure is known as _____ power. a. positional b. referent c. personal d. relational
a
GudGadgets is a leading manufacturing company. It used a particular raw material as the base for manufacturing most of its products. Due to some recent events, the government banned the overall supply of that raw material. As a result, the company had to switch to another raw material. This called for a change in the machines and other processes involved in manufacturing its products. The company stopped the production of some established products and introduced new products to remain competitive. This scenario is an example of _____ change. a. transformative b. organic c. incremental d. planned
a
Hali is described as "picture smart" and volunteers to do all the slide presentations for her team. Hali is high in _____ intelligence. a. spatial b. kinisthetic c. naturalist d. linguistic
a
In a company meeting, Peter, the CEO, is pointing to disappointing sales results and to the ways competitors in the industry are gaining competitive advantages. Peter is in what stage of the change process? a. Creating dissatisfaction b. Communicating a change model c. Developing an implementation process d. Creating a desirable model
a
Inertia refers to the a. inability of organizations to change as rapidly as the environment. b. process by which change emerges from individuals as they innovate. c. ability to send massive amounts of data in increasingly unique formats. d. process where change efforts are planned from top-down directives.
a
Kim has an internal locus of control and sees the environment as stable. Kim is likely to ascribe her success to a. personal ability. b. effort. c. task difficulty. d. luck or chance.
a
Leadership substitutes refer to a. aspects of a situation that make leadership unnecessary. b. aspects that influence the external environment affecting leadership. c. aspects that overlook a crucial component of the leadership construct. d. aspects that hinder a leader's ability to act a particular way.
a
Lee takes a goal-centered, team approach, integrating production and people concerns in a mutually reinforcing effort where all behaviors enhance each other. Where does Lee fall within the managerial grid? a. High-relationship, high-task b. High-relationship, low-task c. High-task, low-relationship d. Low-task, low-relationship
a
Mary, a team leader, found that a few of her team members' performance had been deteriorating. They had been coming late to work and had not been completing tasks on time. In order to improve her team's performance, Mary identified three options to deal with these underperformers: fire them, train them, or transfer them to another team. What is the next step Mary should pursue in rational decision making? a. She should rate the options to see which one will improve her team's performance. b. She should identify the objectives and goals of her decision related to the problem. c. She should immediately fire all the underperformers to solve the problem. d. She should understand the problem or opportunity that has to be dealt with.
a
Of the four dimensions used to effectively address adversity, reach refers to the a. extent to which adversity impacts other aspects of a person's life. b. expected length of the adversity. c. level of accountability that a person assumes to improve the situation. d. extent to which a person thinks he or she can influence whatever happens next.
a
Ricardo is a highly resilient individual, and as such, is likely to a. have the ability to face and accept the reality of a situation. b. possess an unwillingness to try new things. c. believe that he cannot control events and outcomes. d. be unable to bounce back from difficulty.
a
Sara shows concern for others, mentors subordinates, encourages subordinates to take initiative in solving problems, and shows appreciation for subordinates' contributions. Sara is demonstrating _____ leadership. a. relationship-oriented b. task-oriented c. transformational d. transactional
a
The most effective leaders a. display both transactional and transformational leadership behaviors. b. tend to adopt a more task-oriented than relations-oriented leadership style. c. adopt a leadership style that makes them relations-oriented charismatic leaders. d. show extreme active and passive management-by-exception behavior patterns.
a
Thomas listened to his department head's plan for change and expressed agreement. Afterward, he did not follow through with the action plan outlined for him. Thomas demonstrated which type of reaction to power? a. Passive resistance b. Active resistance c. Compliance d. Commitment
a
When the research team presented alternatives in terms of a chance for losses, the board chose the risk-seeking alternative, but when the team presented the alternatives in terms of opportunities for gain in the following meeting, the board switched to the risk-averse alternative. The board had succumbed to the _____ bias. a. framing b. discounting c. status quo d. confirmation
a
Which of the following firms is most likely to have the greatest employee resistance to change? a. A firm undergoing a change process that creates an uncertain environment causing a sense of fear among employees b. A firm undergoing a change process that would result in employees getting increased pay or promotions c. A firm undergoing a change process that does not require any reevaluation of roles, priorities, and processes d. A firm in the process of change where change leaders communicate the reasons for change to employees
a
Which of the following indices of creativity involves the ability to change approaches to a problem? a. Flexibility b. Fluency c. Originality d. Adaptability
a
Which of the following individuals best represents a person with legitimate power? a. Margaret, the finance head, is the deciding authority on various organizational activities. b. Barry, a marketing manager, often punishes his subordinates when they fail to follow the organization's rules and regulations. c. Juan, an executive, has a great personality, and everyone in the organization respects and admires him for his intelligence. d. Wanda, a team lead, motivates her team members by giving them incentives and promotions for improved performance.
a
Which of the following is required to sustain power? a. Willingness to engage in constructive feedback b. Inflated view of self c. Sense of entitlement d. Willingness to use others
a
Which of the following is the last step in rational decision making? a. Computing the optimal decision b. Rating each course of action on each of the objectives c. Weighing the objectives according to importance d. Identifying possible courses of action
a
Which of the following refers to the "Great Man" theory? a. A theory of leadership that explains leadership by examining the traits and characteristics of renowned leaders of human history b. A theory in which leaders are more effective depending on the favorability of a leadership situation, which is described by leader-member relations and task structure c. A theory of leadership in which leaders treat each member differently, and as a result, develop unique relationships with each member d. A theory of leadership that tries to reveal a set of universal traits and skills that are relevant in all leadership situations
a
Which of the following statements is true about leadership skills? a. Interpersonal skills refer to a leader's ability to interact with others. b. Cognitive skills are developed through experience. c. Technical and interpersonal skills are innate. d. Cognitive skills refer to a leader's knowledge about an organization.
a
_____ leadership is defined as the set of behaviors that leaders use to change their organization and individuals for the better. a. Transformational b. Relations-oriented c. Transactional d. Charismatic
a
he ability to acknowledge and take responsibility for one's role in cultivating relationships and in communicating effectively with others is called a. interpersonal effectiveness. b. creativity. c. cultural intelligence. d. self-awareness.
a
3. Which of the following statements is true with regard to Howard Gardner's multiple intelligences? a. He held that IQ measurements are generally predictive of success in any professional endeavors. b. He states that most people have a combination of intelligences that influence their approach to various situations. c. He proposed that there are twelve types of intelligence that can be indicators of career success. d. He argued that standardized test scores and grades are the key predictors of who succeeds and who does not.
b
A theory of leadership that tries to reveal a set of universal skills that are relevant in all leadership situations is referred to as the _____ theory of leadership. a. path-goal b. traits-based c. contingency d. Great Man
b
A type of interpersonal power that gives someone the ability to punish another for his or her behavior is referred to as _____ power. a. referent b. coercive c. reward d. expert
b
According to Robert McCrae and Paul Costa's leadership personality traits, agreeableness a. is the tendency to be sociable, assertive, and active and to experience things positively. b. is the tendency to be trusting, compliant, caring, and gentle. c. involves being open to experiences and willing to be original, imaginative, and autonomous. d. is the ability to remain calm and confident, especially in times of crisis.
b
According to the formula that makes up the change equation, the combination of dissatisfaction with the status quo, new model for the organization, and process for change must be a. equal to the resistance to change and cost of change that employees experience. b. greater than the resistance to change and cost of change that employees experience. c. greater than the resistance to change and lesser than the cost of change that employees experience. d. lesser than the resistance to change and cost of change that employees experience.
b
Hersey and Blanchard believed that a. leaders are fixed in their leadership style and that the situation should be changed to match the leader. b. leaders have the flexibility and range of skills to adapt their behavior to the maturity of their subordinates. c. the most important aspect of leadership is the followers' belief that they can complete a task and that they will gain rewards and satisfaction upon completion. d. each situation is characterized by certain variables that make the situation either favorable or unfavorable to lead.
b
In the change process, _____ refer to the manner in which employees work together and set priorities about what is important. a. resources b. values c. assets d. models
b
James and Jacob are working on an important project for which the deadline is approaching. James quickly analyzes the situation and organizes the activities such that the project is completed on time. However, Jacob begins by gathering extra information and experimenting with new methods. He prefers not to be rushed. In the context of the psychological dimensions of personality, it can be inferred that a. Jacob is more of a thinker than an intuitor. b. James is more judging than perceiving. c. Jacob is more sensing than feeling. d. James is more of a perceiver than a thinker.
b
John is an organization's marketing lead. He has sound knowledge about the organizational activities and can make effective job-related decisions. However, his team members are unable to achieve sales targets that he sets for them. His team members complain that John does not respond or even pay attention to their problems and interests. This shows that John lacks _____ skills of leadership. a. cognitive b. interpersonal c. technical d. intellectual
b
Jordan has been in the same position for several years. He has a formal relationship with his boss and completes his work according to established procedures. Based on the leader-member exchange theory, Jordan is a. part of the in-group b. part of the out-group. c. in the partnerhip phase of the relationship life cycle with his boss. d. in the mature phase of the relationship life cycle with his
b
Lori tends to bluntly speak her mind and use foul language in any situation. Lori is more likely to be an a. externally focused low self-monitor. b. internally focused low self-monitor. c. externally focused high self-monitor. d. internally focused high self-monitor.
b
Mark, an employee, belongs to the marketing department in an organization. However, he often interacts with people in all other departments including top management, which has helped him improve professionally and personally. By maintaining many informal networks within the organization, he manages to get his job done more effectively than others. From this description, it can be inferred that Mark demonstrates _____ power. a. positional b. relational c. referent d. coercive
b
People's belief that a situation is so unique or so difficult that no one could be expected to handle it in an effective manner is referred to as a. internal locus of control. b. universal helplessness. c. high conscientiousness. d. emotional instability.
b
Peter is a senior manager in an organization that is currently laying off its employees. It is Peter's responsibility to convey this message to the laid-off employees. Harry is one among them with whom Peter had a conflict a year ago. Therefore, in an attempt to avoid any such conflicts again, Peter requested a human resources representative to convey the message instead. In this case, Peter used the _____ heuristic. a. intuitive b. availability c. representativeness d. adjustment
b
Ricardo listened to his department head's plan for change and expressed disagreement. Afterward, he tried to convince others to join him in working against the changes. Ricardo demonstrated which type of reaction to power? a. Passive resistance b. Active resistance c. Compliance d. Commitment
b
Roberto has an employee who is excited and passionate about her position but has not developed the necessary skills to be successful. Based on Hersey and Blanchard's situational theory, Roberto should a. be directive. b. act as a guide. c. focus on delegation. d. offer support.
b
Sam sees potential in Alex and offers Alex a chance to increase his responsibility within the group. Based on the leader-member exchange theory, Sam and Alex's relationship is in the _________ phase of the relationship life cycle. a. stranger b. acquaintance c. partnerhip d. mature
b
Sean was very rude at a team meeting when he was slightly inconvenienced by a new team member. Sean showed a lack of _____ intelligence. a. cultural b. emotional c. contextual d. analytical
b
Technical skills of leadership refer to a leader's a. ability to make decisions with sound reasoning. b. knowledge about an organization and job-related activities. c. ability to understand the internal and external environments. d. ability to interact with others.
b
The factor that distinguishes conditions of risk from conditions of uncertainty is that in conditions of risk: a. individuals have all of the information they need to make the best possible decision. b. individuals have information about the potential courses of action. c. individuals have the information to make optimal decisions that are clear and obvious. d. individuals have information about the possible outcomes for each course of action.
b
The management of an organization realized that their employees' performance kept deteriorating and many employees decided to quit due to unknown reasons. After probing, they realized that their competitors were offering a better compensation which attracted most of the employees. Therefore, the management made reasonable changes to the compensation system that enabled good performers to receive more incentives and recognition. Identify the change that has been implemented. a. Organic change b. Reactive change c. Transformative change d. Incremental change
b
The managers, due to time constraints, opted for the first alternative that appeared to solve the problem even though better options may have existed. The managers were using which model of decision making? a. Classical model b. Administrative model c. Political model d. Garbage can model
b
To motivate change, managers should create effective models that are a. sophisticated and assessable. b. desirable, feasible, and relevant. c. complicated and implementable. d. clear, structured, and expensive.
b
Walmart introduced electronic scanning of uniform product codes at the point of sale years ahead of most of its competitors. This is an example of both _____ change. a. reactive and transformative b. proactive and transformative c. proactive and incremental d. reactive and incremental
b
Which of the following aspects of a situation hinder a leader's ability to act in a particular way? a. Assumptions b. Neutralizers c. Competitors d. Substitutes
b
Which of the following individuals best represents a person with coercive power? a. Lu, the finance head, is the deciding authority on various organizational activities. b. Sydney, a marketing manager, often punishes his subordinates when they fail to follow the organization's rules and regulations. c. Saul, an executive, has a great personality, and everyone in the organization respects and admires him for his intelligence. d. Andrea, a team lead, motivates her team members by giving them incentives and promotions for improved performance.
b
Which of the following is the first step involved in the change process? a. Communicating change model b. Creating dissatisfaction c. Developing an implementation process d. Creating a desirable model
b
Which of the following models should managers use when making tough calls? a. Garbage can model b. SCRIPTS model c. Administrative model d. Political model
b
Which of the following reactions to power do leader's most prefer? a. Passive resistance b. Commitment c. Active resistance d. Compliance
b
Which of the following statements about globalization is true? a. Customization becomes easy as global competitors seek production efficiencies. b. Globalization has led to rivals coming from afar into home markets. c. It is not necessary for firms to customize their products to expand globally. d. Globalization hasn't changed the dynamics of the workforce.
b
Which of the following statements about the managerial grid is true? a. It holds that task-oriented and relations-oriented behaviors are at two ends of the same spectrum. b. It holds that the quality of leadership style depends on the level of each behavior portrayed. c. It holds that a leader's personal history and knowledge can seldom influence his or her style. d. It holds that effective leaders should exhibit either task-oriented or relations-oriented leadership styles.
b
Which of the following statements best describes power? a. It is often defined as the exercise of control and the effective use of influence. b. It is the potential of one individual or group to influence the behavior, thinking, or attitudes of another individual or group. c. It is the means or vehicle by which control is exercised. d. It is the ability of a leader to appropriately size up a situation and to appeal to the needs of followers.
b
Which of the following statements best describes sustainable technologies? a. They focus on developing overall scale economies and global efficiency instead of catering to local tastes. b. They improve the performance of established products, along the dimensions of performance that mainstream customers in major markets have historically valued. c. They are the processes that organizations go through to better achieve their purpose by adapting themselves according to internal phenomena. d. They are the innovative forces that usually appear in market peripheries and have attributes that only a small portion of the population currently value.
b
Which of the following statements is true about Fiedler's contingency model? a. A low least-preferred-coworker score indicates a leader who is more relationship-oriented. b. Depending on the favorability of the leadership situation, a different style of leadership is required. c. Fiedler suggests that leaders should adapt themselves to match the situation. d. Relationship-oriented leaders are more successful at the extremes of leadership situations.
b
6. Which of the following individuals best represents a person with referent power? a. John, the finance head, is the deciding authority on various organizational activities. b. Harry, a marketing manager, often punishes his subordinates when they fail to follow the organization's rules and regulations. c. Vinita, an executive, has a great personality, and everyone in the organization respects and admires her for her intelligence. d. Susan, a team lead, motivates her team members by giving them incentives and promotions for improved performance.
c
A model of decision making that seeks to maximize economic or other outcomes using a rational choice process is known as the _____ model. a. garbage can b. political c. classical d. administrative
c
According to Kotter, which of the following should leaders do first while implementing change? a. Develop a vision. b. Institutionalize changes in the culture. c. Establish a sense of urgency. d. Plan for and create short-term wins.
c
Barry believes that work is simply a means to an end and that employees' needs are secondary to the need for an efficient and productive workplace. Where does Barry fall within the managerial grid? a. High-relationship, high-task b. High-relationship, low-task c. High-task, low-relationship d. Low-task, low-relationship
c
Based on the results of SWOT analysis, the corporate strategy department of an organization made some changes to the organizational structure in an attempt to improve the efficiency and effectiveness of the organizational activities. This scenario is an example of _____ change. a. organic b. reactive c. planned d. transformative
c
Carlita seems to fit in well in any situation, adapting her style as needed. Her friends call her a chameleon. Carlita is more likely to be an a. externally focused low self-monitor. b. internally focused low self-monitor. c. externally focused high self-monitor. d. internally focused high self-monitor.
c
Color Cosmetics, whose target market comprises only female customers, has now introduced a new range of products for the male population. It came up with new strategies and advertisements to reach the new target market. It did so to maintain a competitive advantage in the industry. Which of the following strategies did the company apply to compete more effectively? a. Globalization b. Environmental scanning c. Organizational change d. Strategic review process
c
Harry, a firm's marketing head, has certain characteristics that make him gain his team's loyalty. Moreover, he can elicit performance beyond expectations from his team members. He has the ability to motivate his team members through strong communication skills. From this description, it can be inferred that Harry is a _____ leader. a. transactional b. bureaucratic c. charismatic d. task-oriented
c
In an attempt to spark innovation and creativity, the CEO asked the executive team to temporarily abandon the rules and explore all possibilities. The CEO was a. using the classical model of decision making. b. satisficing as part of the administrative model of decision making. c. adopting playfulness as part of the garbage can model of decision making. d. using the political model of decision making.
c
In the formula D × M × P > Rc + Cc, what does Rc represent? a. Root cause b. Ritualized combatants c. Resistance to change d. Running cases
c
Influence refers to the a. means by which an employee becomes a leader. b. ability of leaders to achieve organizational goals. c. means or vehicle by which leaders exercise their power. d. potential of groups to impact others' behavior.
c
Innovative products having attributes that appear to satisfy only a small subset of the market and often do not initially appear to be very compelling or valuable are referred to as a. sustainable technologies. b. core competencies. c. disruptive technologies. d. value propositions.
c
John, a top executive, is in a situation where he has to quickly decide between two projects that came in simultaneously from two major clients. Since his team is not big enough to complete both projects at a time, he cannot accept both. He has a hunch and just like that accepts one of the clients' projects without any considerations. This scenario is an example of a. rational decision making. b. bounded rationality. c. intuitive decision making. d. context-independent decisions.
c
Juli is an employee at a company where the CEO is pushing for drastic change in production processes. Juli is not sure she has the skills required for the new processes and is resisting change. The change leader needs to a. discourage employees from venting any frustration or concern. b. assign Juli to a task force. c. assure employees that there is a path for success that will be facilitated through training and development opportunities. d. assure employees that they will get credit for past achievements.
c
Manny shared power with his subordinates, pushing decision making and implementation to the lowest possible level. By doing so, he was a. discouraging compliance. b. shirking his own managerial duties. c. developing leadership skills in his subordinates. d. using the law of reciprocity.
c
Martin decided to hire Ann for the associate's position because she reminded him of a former associate who had excelled in the position. Martin has used which of the following heuristics? a. Availability b. Adjustment c. Representativeness d. Playfulness
c
Of the three primary styles of influence, pushing involves a. disengaging. b. attracting. c. asserting. d. bridging.
c
Randall has an employee who is highly skilled and highly motivated. Based on Hersey and Blanchard's situational theory, Randall should a. be directive. b. act as a guide. c. focus on delegation. d. offer support.
c
Regarding core values and fundamental beliefs, which of the following refers to a constant factor that drives behavior in variable situations? a. Knowledge b. Cognition c. Character d. Personality
c
Susan completed tasks that were assigned but without a sense of excitement or personal buy-in. Susan demonstrated which type of reaction to power? a. Commitment b. Active resistance c. Compliance d. Passive resistance
c
Susan has a high internal sense of control and is more likely to a. prefer more directive supervision. b. be less participatory. c. be self-motivated. d. exhibit lower levels of satisfaction.
c
The act of choosing a solution that is good enough is called a. framing. b. reasoning. c. satisficing. d. discounting.
c
The managers, who had bargained and built coalitions with other managers in order to arrive at a decision on how the division would be restructured, were following which model of decision making? a. Classical model b. Administrative model c. Political model d. Garbage can model
c
The team members were reluctant to try a new format with which they were unfamiliar; the old format had served them well for many years. Their decision to stick with the old format is an example of the _____ bias. a. confirmation b. framing c. status quo d. discounting
c
Thomas is an executive in a firm's IT department. He has immense knowledge in IT and has come up with many technological innovations, which had helped the organization to perform its activities more efficiently. Moreover, he has the ability to solve all types of issues that arise on a daily basis with relative ease. As a result, the individuals in the organization have developed great respect for him. Identify the kind of power demonstrated by Thomas. a. Referent power b. Reward power c. Expert power d. Coercive power
c
Under conditions of _____, individuals have information about objectives, priorities, and potential courses of action, but they do not have all the information about the possible outcomes for each course of action. a. certainty b. rationality c. risk d. unambiguity
c
Vinita buys a stock assuming that she can make profit out of it. However, shortly thereafter the stock value drops and she loses money. Her financial planner thinks the stock value will drop further and advises her to sell the stock. However, the market value has dropped so much already that Vinita believes it is due to rebound; she doesn't want to sell at the lowest point and lose money. She holds onto the stock in hopes to regain her loss. Instead she loses more money. This phenomena is referred to as a. intuitive decision making. b. representativeness heuristic. c. escalation of commitment. d. rational decision making.
c
When a leader rewards an employee in terms of increased pay for completing a project much ahead of time, the leadership technique can be referred to as _____ leadership. a. transformational b. relations-oriented c. transactional d. charismatic
c
Which of the following best describes Robert Sternberg's contextual intelligence component of the triarchic theory? a. The ability to generate novel or unique propositions, ideas, or solutions b. The ability to generate many solutions that fit some requirement c. The ability to shape and be shaped by the external environment d. The ability to identify and react to novel situations and stimuli
c
Which of the following conditions in organizations tends to induce competition? a. Unskilled employees b. Long-term rewards c. Disagreement d. Resource abundance
c
Which of the following creates the spark needed to begin the change process? a. Innovation b. Differentiation c. Dissatisfaction d. Inertia
c
Which of the following individuals demonstrates external locus of control? a. William, a student, strongly believes that by putting extra effort and working hard he will be able to score good marks. b. Monica, who is looking forward to something really important, remains confident as she believes that the situation is under her control. c. Maria, an athlete, believes it was only because of her weak opponents that she was able to win the competition. d. Jacob, who recently got a job, believes that accepting more projects and completing them on time will help him gain recognition.
c
Which of the following individuals is the best example of a successful change leader? a. A change leader who offers rewards in terms of increased pay and promotion to those employees who support the change process b. A change leader who communicates the positive results of the change process to the employees and hides the negative ones c. A change leader who engages and listens to employees and motivates them by showing concern and sharing credit d. A change leader who pays all attention to the structural and procedural changes needed for the transformation
c
Which of the following is a characteristic of successful change leaders? a. Firmly continuing with existing power bases and norms b. Personal initiative to move within boundaries c. Sense of humor about themselves and the situation d. Ability to keep the reasons for change strictly confidential
c
Which of the following is a characteristic shared by creative people? a. Unwillingness to take risks b. Lack of self-confidence c. Tolerance of ambiguity d. Resistance to new experiences
c
Which of the following is a component of personal power according to Whetten and Cameron? a. Flexibility b. Relevance c. Expertise d. Visibility
c
Which of the following is a most cited reason why organizations initiate change? a. To satisfy customers b. To motivate employees c. To improve performance d. To avoid monotony
c
Which of the following is the first step in rational decision making? a. Identifying possible courses of action b. Identifying the objectives c. Defining a problem or opportunity d. Computing the optimal decision
c
Which of the following refers to people's belief that there is nothing they can do to rectify a bad situation? a. Conscientiousness b. Emotional instability c. Learned helplessness d. Resilience
c
Which of the following results in losing power? a. Strong attention to detail b. Engaging in constructive conflict c. Inflated view of self d. Flexibility
c
Which of the following statements about nonprogrammed decisions is true? a. These decisions generally do not require a higher-level employee to execute. b. These decisions are made under conditions of certainty. c. These decisions are made in response to novel, poorly defined, or unstructured situations. d. These decisions are made in response to recurring organizational problems.
c
Which of the following statements best describes self-monitoring? a. The ability to generate novel or unique propositions, ideas, or solutions b. The ability to profit from experience and adapt to changes in the environment c. The ability of individuals to read cues from their environment to assess their behavior d. The ability to acknowledge and take responsibility for one's role in cultivating relationships
c
Which of the following statements best describes the appropriateness framework? a. The process that individuals use to save time when making complex decisions b. The process by which individuals make choices based on a certain starting point c. The process of making decisions based on societal norms or expectations d. The process of identifying issues and making choices from alternative courses of action
c
Which of the following statements refers to House's path-goal theory? a. A theory of leadership that explains leadership by examining the traits and characteristics of individuals considered to be historically great leaders b. A theory in which leaders are more effective depending on the favorability of a leadership situation, which is described by leader-member relations, task structure, and positional power of the leader c. A theory that states that the most important aspect in leadership is the follower's expectation that a task can be accomplished and that it will lead to rewards d. A theory based on the interplay between the amount of task-related behaviors a leader exhibits and the level at which followers are mature enough to perform a specific task
c
_____ is defined as the ability to combine or link ideas in new ways to generate novel and useful alternatives. a. Contextual intelligence b. Analytical thinking c. Lateral thinking d. Emotional intelligence
c
_____ is the process of identifying issues and making choices from alternative courses of action. a. Problem solving b. Environmental scanning c. Decision making d. Strategic positioning
c
3. Which of the following individuals best represents a person with reward power? a. Eric, the marketing head, is the deciding authority of various organizational activities, and his employees have great respect for him. b. Henry, a finance manager, often punishes his subordinates when they fail to follow the organization's rules and regulations. c. Sonia, an executive, has a great personality, and everyone in the organization respects and admires her for her intelligence. d. Maria, a team lead, motivates her team members by giving them incentives and promotions for improved performance.
d
A core network includes a. people who provide career guidance and help in obtaining visible assignments. b. the exchange of specific job-related resources such as information and expertise. c. people who share a common background or interest. d. relationships that are characterized by close bonds and reciprocity.
d
A process in which change is initiated based on some anticipatory event or opportunity on the horizon is known as _____ change. a. planned b. organic c. incremental d. proactive
d
A process in which small improvements or changes are made to processes and approaches on an ongoing basis is known as _____ change. a. transformative b. reactive c. organic d. incremental
d
According to Robert Cialdini's principle of scarcity a. people should repay in the future what another person has done for them in the present. b. someone will be more willing to say yes to an individual whom they like. c. someone will follow orders based on the other person's position in the formal organizational hierarchy. d. opportunities seem more valuable when it feels like a "once-in-a-lifetime situation."
d
Bounded rationality refers to a. decisions being based on a certain starting point. b. simple and straightforward rational decisions. c. decisions made easily without any restrictions. d. making decisions within a set of constraints.
d
Esther avoids micromanaging and allows subordinates to work autonomously. She takes action only when work falls below standards, allowing subordinates to learn from mistakes and become more functionally independent. Esther is demonstrating a. active CR. b. passive CR. c. active MBE. d. passive MBE.
d
Francine shared power with her subordinates, pushing decision making and implementation to the lowest possible level. Francine was seeking to increase commitment through a. coercion. b. involvement. c. disenfranchisement. d. empowerment.
d
Jack, a marketing lead, and Jerry, a finance lead, belong to an organization that is downsizing its staff due to some recent events. In this stressful situation, Jack remains calm and confident, while Jerry gets anxious and depressed. In the context of Robert McCrae and Paul Costa's leadership personality traits, it can be inferred that a. Jack has low conscientiousness. b. Jerry has high emotional stability. c. Jerry has low conscientiousness. d. Jack has high emotional stability.
d
Jim is a firm's marketing manager who is confident of himself and open to feedback. Moreover, he has the ability to motivate himself despite obstacles to achieve his goals. His employees adore him since he takes active interest in their concerns and constructively manages any conflict that arises. From this description, it can be said that Jim demonstrates a. divergent thinking. b. contextual intelligence. c. analytical thinking. d. emotional intelligence.
d
Juan is an employee at a company where the CEO is pushing for drastic change in processes. Juan just finished creating computer programming that streamlined the old processes, for which he was expecting a raise and promotion. The proposed new changes make all of his recent work null and void. Juan is resisting change. The change leader needs to a. discourage employees from venting any frustration or concern. b. assign Juan to a task force. c. assure employees that there is a path for success that will be facilitated through training and development opportunities. d. assure employees that they will get credit for past achievements.
d
Juanita believes that she and Lee share common organizational goals. Lee isn't sure what to do. Juanita has a plan. Which style of influence will be most helpful to Juanita in gaining Lee's support? a. Disengaging b. Persuading c. Asserting d. Attracting
d
Mona has an employee who is very skilled yet lacks the motivation to function at his best. Based on Hersey and Blanchard's situational theory, Mona should a. be directive. b. act as a guide. c. focus on delegation. d. offer support.
d
One of the three indices of creativity, fluency is defined as the ability to a. change approaches to a problem. b. acknowledge and take responsibility for one's role in cultivating relationships. c. generate novel or unique propositions, ideas, or solutions. d. generate many solutions that fit some requirement.
d
Rules of thumb or short-cuts that individuals use to save time when making complex decisions are known as a. biases. b. rationales. c. intuitions. d. heuristics.
d
Steve, the marketing lead in an organization, treats each of his team members differently and maintains unique relationships with them. Jerry and Henry are members of his team. He assigns more interesting tasks to Jerry and offers him more rewards. On the other hand, Henry is simply required to comply to formal rules and receives the standard benefits of the job. From this scenario it can be inferred that a. Steve belongs to Jerry's out-group. b. Henry belongs to Steve's in-group. c. Henry belongs to Jerry's out-group. d. Jerry belongs to Steve's in-group.
d
The board's decision to relocate company headquarters to another state was most likely a(n) _____ decision. a. emotional b. programmed c. intuitive d. nonprogrammed
d
Thomas, a top executive of an organization, is responsible for managing the transformational change process that the organization is about to undergo soon. Which of the following should Thomas do in order to combat the employees' resistance to change and to create a sustainable change? a. He should keep the reasons for change confidential. b. He should set up a bonus plan to reward employees for the change. c. He should fire employees who complain about the change process. d. He should engage employees in the change process.
d
Tom negotiated with the customer and priced the customer's order at a special discount within the bounds of established rules and guidelines.Tom has made a(n) _____ decision. a. emotional b. unstructured c. intuitive d. programmed
d
Top management's decision on how to integrate a newly acquired firm is most likely a(n) _____ decision. a. emotional b. programmed c. intuitive d. nonprogrammed
d
Which of the following aspects characterizes transformational leaders? a. Extreme task orientation b. Time and resource management c. Passive management-by-exception d. Individualized consideration
d
Which of the following helps change leaders build dissatisfaction? a. Creating proper alignment between an organization and its strategy b. Improving experimentation while simultaneously reinforcing efficiency and cost effectiveness c. Reducing the involvement of pivotal individuals in the process and concealing the vision for change d. Engaging in benchmarking or internal and external performance/opportunity gap analyses
d
Which of the following individuals demonstrates internal locus of control? a. Maria, an athlete, believes it was only because of her weak opponents that she was able to win the competition. b. Monica, who is looking forward to something really important, is very anxious due to her perceived lack of control over the situation. c. Tim, an employee who recently got promoted, thanks his manager and feels that he is lucky to be promoted. d. William, a student, strongly believes that by applying extra effort and working hard he will be able to score good marks.
d
Which of the following is one of the most common traits identified in leaders? a. Self-sacrificing nature b. Sense of humor c. Contextual intelligence d. Self-confidence
d
Which of the following is the first step in exercising power through influence? a. Build sources of power. b. Use specific influence principles. c. Assess performance. d. Choose an influence style and influence tactics.
d
Which of the following models does not view a decision process as a sequence of steps that begins with a problem and ends with a solution? a. Classical model b. Administrative model c. Political model d. Garbage can model
d
Which of the following statements about the components of positional power is true? a. Relevance refers to how pivotal an individual's role is in an organization. b. Visibility gives individuals access to information. c. Centrality allows individuals to interact with influential people. d. Flexibility refers to the freedom to exercise judgment.
d
Which of the following statements about the relationship between self-awareness and interpersonal effectiveness is true? a. A greater awareness of others can, in turn, lead to a lesser awareness of oneself. b. Self-awareness and interpersonal effectiveness are not related in any way. c. In most cases, a lesser awareness of others lead to a greater awareness of oneself. d. A greater awareness of others, in turn, leads to a greater awareness of oneself.
d
_____ skills enable a leader to gather and process large amounts of information, create suitable strategies, solve problems, and make correct decisions. a. Research b. Technical c. Financial d. Cognitive
d
