MGT 2530 Final Exam Quiz Questions Review

CH9 ________ is the process of interpreting and making sense of a message.

Decoding Decoding is the process of interpreting and making sense of a message.

CH9 Which of the following is not an element of an effective social media policy?

Prepare everyone to be a spokesperson for the company's online policies. Table 9.5 identifies eight elements of an effective social media policy. One element is to designate a spokesperson for online policies. You don't want each and every employee fielding questions regarding company policies; identify a person so interpretations and communications are consistent.

CH9 Neal has asked Liz, who has the office next to him, to watch him practice the presentation he will be giving to his bosses next week. What step of the TED protocol for effective presentations is Neal in?

Put it together. Neal is "putting it together," which may involve practicing in front of an appropriate audience.

CH11 Which of the following is not a symptom of groupthink?

overestimation of opponents Eight common symptoms of groupthink are: Invulnerability Inherent morality Rationalization Stereotyped views of opposition Self-censorship Illusion of unanimity Peer pressure Mindguards

CH14 P-O fit stands for _________ fit.

person-organization Person-organization fit (P-O), reflects the extent to which your personality and values match the climate and culture in an organization.

CH12 One's reputation is an example of ________ power.

referent Referent power is when one's personal characteristics and social relationships become the reason for compliance. One's reputation is an example of referent power.

CH11 Which of the following is not an advantage of group decision making?

less pressure to conform Five advantages of group decision making are a greater pool of knowledge, different approaches to a problem, greater commitment to a decision, better understanding of decision rationale, and more visible role modeling. A disadvantage is more social pressure that leads to conformity.

CH14 The levels of organizational culture are

observable artifacts, espoused values, and basic underlying assumptions. Organizational culture operates on three levels: (1) observable artifacts, (2) espoused values, and (3) basic underlying assumptions.

CH12 ________ might be any attempt to control or manipulate the images related to a person, organization, or idea.

Impression management Impression management is defined as any attempt to control or manipulate the images related to a person, organization, or idea.

CH10 Which of the following statements about incivility is false?

Incivility results from interactions with coworkers, but not from bosses or subordinates. Both individuals and their employers can be the root cause of mistreatment at work.

CH12 ________ is putting someone in a good mood prior to making a request.

Ingratiation Ingratiation is getting someone in a good mood prior to making a request; being friendly, helpful, and using praise, flattery, or humor.

CH13 _________ are the dimensions of situational control in Fiedler's model.

Leader-member relations, task structure, and position power There are three dimensions of situational control: leader-member relations, task structure, and position power.

CH13 Which of the following interpersonal traits has research shown to have a negative relationship with leadership effectiveness?

Machiavellianism Table 13.1 lists interpersonal traits that have positive relationships with leader effectiveness: extraversion, agreeableness, communication skills, and emotional intelligence. The traits of narcissism, Machiavellianism, and psychopathy are negatively related to leader effectiveness.

CH10 ________ is an alternative dispute resolution technique in which a trained, third-party neutral actively guides disputing parties in exploring innovative solutions to the conflict.

Mediation Mediation is an alternative dispute resolution technique in which a trained, third-party neutral actively guides the disputing parties in exploring innovative solutions to the conflict.

CH10 ___________ represents an individual's general tendency to think, feel, and behave in ways associated with ethical and unethical behavior.

Moral character Moral character is an individual difference that represents an individual's general tendency to think, feel, and behave in ways associated with ethical and unethical behavior. Table 10.10 lists questionable and unethical tactics in negotiations and those with high moral character are less likely to use these questionable tactics.

CH10 ________ conflict is defined as interpersonal opposition based on individual dislike or disagreement.

Personality Personality conflict is interpersonal opposition based on personal dislike or disagreement.

CH11 Which of the following is one of the assumptions underlying nonrational models of decision making?

Rational decision making is a struggle. Nonrational models of decision making typically build on assumptions that decision making is uncertain, that decision makers do not possess complete information, and that managers struggle to make optimal decisions.

CH10 Which of the following should a person do to avoid conflict?

Stop ignoring conflict. Table 10.2 provides useful suggestions for constructively engaging rather than avoiding conflict. These include: stop ignoring conflict, act decisively to improve the outcome, make the path to resolution open and honest, use descriptive language instead of evaluation, make the process a team-building opportunity, and keep the upside in mind.

CH12 __________ is based on transferring authority and responsibilities from management to employees.

Structural empowerment Structural empowerment is based on transferring authority and responsibilities from management to employees.

CH13 ___________ focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance.

Transactional leadership Transactional leadership focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance.

CH14 A(n) ________ culture encourages being adaptable, creative, and fast to respond to changes in the marketplace.

adhocracy Creation of new products and services is the strategic thrust of an adhocracy culture, which is accomplished by being adaptable, creative, and fast to respond to changes in the marketplace.

CH10 The ___________ styles are inappropriate when the issue is important to you.

avoiding and obliging Table 10.7 indicates the avoiding and obliging styles are inappropriate when the issue is important to you.

CH14 What phase of the mentoring process lasts two to five years?

cultivation The four phases of mentoring are initiation, cultivation, separation, and redefinition. The initiation phase lasts 6-12 months and the cultivation phases spans two to five years.

CH11 A(an) _______ tree is a graphical representation of the process underlying decisions.

decision A decision tree is a graphical representation of the process underlying decisions, and it shows the consequences of making various choices. This is shown in Figure 11.5.

CH9 Folding arms, crossing hands, and crossing legs communicate

defensiveness. Defensiveness is communicated by gestures such as folding arms, crossing hands, and crossing one's legs.

CH9 Sources of noise affect all the links in the communication process. Which of the following is not a source of noise?

in-person, face-to-face conversation Noise is anything that interferes with the transmission and understanding of a message. Having a face-to-face conversation in person will help eliminate the misunderstanding of the message being communicated.

CH10 Which of the following is not a situation that commonly produces workplace conflict?

individual needs being met Individual needs being met is not a situation that commonly produces workplace conflict. Table 10.1 lists many of the common causes of workplace conflict.

CH13 When a leader is encouraging employees to question the status quo and seek innovative and creative solutions to organizational problems, he or she is engaging in

intellectual stimulation. Intellectual stimulation involves behaviors that encourage employees to question the status quo and to seek innovation and creative solutions to organizational problems.

CH12 A person who is indifferent to and ignores another's influence attempt is exhibiting

resistance Some forms and degrees of resistance are: be indifferent, be passive-aggressive, or actively resist to the extent of purposefully undermining or sabotaging efforts.

CH12 Core influence tactics include all of the following except

coalition tactics. Rational persuasion, consultation, collaboration, and inspirational appeals are most effective at building commitment and are considered core influence tactics. Do not rely on pressure and coalition tactics.

CH12 The use of expert power tends to result in

commitment Expert power tends to foster commitment.

CH13 Twenty-first-century leaders face unique challenges to address critical new competencies, which include all of the following except

defining roles. A recent global survey of more than 9,000 leaders from 31 countries with 80 percent of the respondents stating that leadership was a very important issue and that twenty-first-century leaders face unique challenges to address critical new competencies such as leading through change, understanding digital and AI-driven technologies, and embracing ambiguity and uncertainty.

CH14 In the encounter phase of organizational socialization,

employees' values, skills, and attitudes start to shift as the new recruit discovers what the organization is truly like. During the encounter phase employees come to learn what the organization is really like. See Figure 14.7.

CH11 In making a decision,

evidence forms the basis of the decision. Evidence is used to inform a decision whenever the decision process combines hard, objective facts with qualitative inputs, such as intuition or bargaining with stakeholders.

CH11 Managers use ________ in three different ways: to make a decision, to inform a decision, and to support a decision.

evidence or data Managers use evidence or data in three different ways: to make a decision, to inform a decision, and to support a decision.

CH11 The making of new mental connections regarding the creative task or problem at hand is represented in the _________ stage of the creative performance process.

idea generation The idea generation stage includes making new mental connections regarding the creative task or problem at hand.

CH13 When a leader is resolving disputes, he or she is engaging in ________ behaviors.

interaction-facilitation Table 13.4 identifies interaction-facilitation behaviors as including resolving disputes.

CH9 Which of the following is not a step of the TED protocol for effective presentations?

Evaluate your presentation. The TED five-step protocol for effective presentations is: (1) frame your story; (2) plan your delivery; (3) develop your stage presence; (4) plan your multimedia; (5) put it together.

CH12 In influence sharing, the manager adopts the _________ style.

consultation Figure 12.6 illustrates that in influence sharing, the manager adopts the consultation style.

CH14 In a(n) ___________ culture, improving profitability and meeting strategic goals are often prioritized over employee satisfaction.

market Companies with a market culture have a strong external focus and value stability and control. They have a strong desire to deliver results and accomplish goals, such that customers and profits take precedence over employee development and satisfaction.

CH12 Psychological empowerment occurs when we feel a sense of

meaning Meaning, competence, self-determination, and impact at work all occur when we feel a sense of psychological empowerment.

CH14 The socialization tactic that ranges from a newcomer being socialized over time with the help of an experienced member, to the newcomer not being provided with a role model, is

serial versus disjunctive. The serial tactic is when the newcomer is socialized over time with the help of an experienced member, versus the disjunctive tactic when the newcomer is not provided a role model. See Table 14.2.

CH14 Which of the following mechanisms for changing organizational culture addresses all three levels of culture?

stories, legends, or myths about key people and events Table 14.1 indicates that the stories, legends, or myths about key people and events mechanism addresses all three levels of culture.

CH13 A global mind-set is an increasingly valued _________ trait.

task-oriented A global mind-set is the belief in one's ability to influence dissimilar others in a global context. This demonstrates that a task-oriented leader behavior (and not relationship-oriented, passive, or transformational) is the most successful in a global environment.

CH10 ________ is the conflict-handling style that is passive withdrawal from the problem and active suppression of the issue.

Avoiding The avoiding style of conflict handling is passive withdrawal from the problem and active suppression of the issue.

CH9 Christopher, a department manager, is attending the monthly budget planning meeting where all the department managers report on their current status. Both before and after his own presentation, he sits forward in his chair and makes eye contact with all the other managers as they present. He asks questions and nods his head after their responses. He is exhibiting the ________ style of listening.

active. Active listeners are "all in." They are motivated to listen and give full attention when others are talking. They focus on what is being communicated and expend energy participating in the discussion. They also use body language such as leaning in or direct eye contact to convey interest. Through his actions, Christopher is exhibiting the active listening style.

CH14 What cultural types represent competing values?

adhocracy and hierarchy Certain cultural types reflect opposing core values. These contradicting cultures are found along the two diagonals in Figure 14.5. For example, you can see the conflict between the adhocracy culture that values flexibility and an external focus and a hierarchy culture that endorses stability and control along with an internal focus.

CH11 An individual who enjoys working with others and enjoys social interactions in which opinions are openly exchanged exhibits which decision-making style?

behavioral The behavioral style is the most people-oriented decision-making style. These individuals are supportive, are receptive to suggestions, show warmth, and prefer verbal to written information.

CH11 Julie takes a broad perspective to problem solving and likes to consider many options and future possibilities. She has a long-term perspective and relies heavily on intuition and discussions with others, and is good at finding creative solutions to problems. Julie has a(n) ________ style.

conceptual People with a conceptual style have a high tolerance for ambiguity and tend to focus on the people aspects of a work situation. They take a broad perspective on problem solving and like to consider many options and future possibilities. Conceptual types adopt a long-term perspective and rely on intuition and discussions with others to acquire information. They are also willing to take risks and are good at finding creative solutions to problems.

CH11 In the _________ bias, a decision maker subconsciously decides something even before investigating, and then seeks information that supports the decision.

confirmation The confirmation bias has two components. The decision maker (1) subconsciously decides something even before investigating why it is the right decisions, for example, making a snap decision to purchase a particular smartphone; and (2) seeks information that supports purchasing this particular phone while discounting information that does not.

CH13 Which of the following is not one of the key leader behaviors that are part of transformational leadership?

creating an in-group Figure 13.5 provides a sketch of how transformational leaders rely on these four key leader behaviors (second column from left): inspirational motivation, idealized influence, individualized consideration, and intellectual stimulation.

CH9 Linguistic style includes all of the following except

eye contact. Linguistic style refers to a person's characteristic speaking pattern. It includes such features as directness or indirectness, pacing and pausing, word choice, and the use of such elements as jokes, figures of speech, stories, questions, and apologies. In other words, linguistic style is a set of culturally learned signals by which we not only communicate what we mean but also interpret others' meaning and evaluate one another as people.

CH9 Which of the following is not an example of a crucial conversation?

inviting a friend to dinner Examples of crucial conversations include ending a relationship, talking to a coworker or classmate who behaves offensively, giving the boss or professor feedback, critiquing a classmate's or colleague's work, asking a roommate to move out, talking to a team member who isn't keeping commitments, and giving an unfavorable performance review.

CH13 Humble leaders display all of the following key qualities valued by employees except

low self-awareness. Humble leaders tend to display five key qualities valued by employees: high self-awareness, openness to feedback, appreciation of others, low self-focus, and appreciation of the greater good.

CH13 The primary purpose of _________ behaviors is to enhance employees' skills and to create positive work relationships among coworkers and between the leader and his or her employees.

relationship-oriented The primary purpose of relationship behaviors is to enhance employees' skills and to create positive work relationships among coworkers and between the leader and his or her employees.

CH12 The three primary reactions people have to attempts to manage or influence them are

resistance, compliance, or commitment. People tend to have three primary reactions to our attempts to manage and otherwise influence them—resistance, compliance, and commitment.

CH10 A major drawback of _________ is that "winning the debate" may overshadow the issue at hand, leading to a less than desired conclusion.

the dialectic method A major drawback of the dialectic method is that "winning the debate" may overshadow the issue at hand.

CH9 When calling on prospective clients, all of the following are workable communication strategies except

cold calling prospective clients. Recent research shows that almost 50 percent of all phone calls are robo-called cold-calls from companies that are either real or fake. So seeking new business this way may no longer be a viable communication strategy.

CH14 Which of the following is not one of the career functions of mentoring?

role modeling The five career functions of mentoring are sponsorship, exposure and visibility, coaching, protection and challenging assignments.

CH10 Which of the following tips should be used by employees having a personality conflict with another employee?

Emphasize problem solving and common objectives. It is critically important to identify and remedy personality conflicts. Table 10.3 presents practical tips. Employees can reduce personality conflict in the following ways: (1) All employees need to be familiar with and follow company policies regarding diversity, antidiscrimination, and sexual harassment; (2) All employees should communicate directly with the other person to resolve the perceived conflict; (3) All employees should avoid dragging coworkers into the conflict; (4) If dysfunctional conflict persists, seek help from direct supervisors or human resource specialists.