MGT 321 Final Exam Review: Chapters 3, 8, 10, 13-15

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A group member who says ___________ is performing a task role.

A. "Let's focus on the main goal here. What are we trying to accomplish?" B. "Let's hear from those who oppose this plan." C. "You two agree more than you realize." D. "Bill, we haven't heard from you yet. What do you think?" E. "Karen, you make a very good point." Answer is A

A group member who says _____ is performing a maintenance role.

A. "What is the real issue here? We don't seem to be going anywhere." B. "Jonathan - you have been quiet lately. What do you think?" C. "We can do this. We've met difficult goals before." D. "Last week we decided to table this agenda item. Are we ready to address it again?" E. "A goal of 150 per week sounds reasonable." Answer is B

A group member who says _____ is performing a maintenance role.

A. "What is the real issue here? We don't seem to be going anywhere." B. "Let's accept and praise the various points of view." C. "We can do this. We've met difficult goals before." D. "Last week we decided to table this agenda item. Are we ready to address it again?" E. "A goal of 150 per week sounds reasonable." Answer is B

Malcolm Gladwell concluded that to become great at something, a person needs to spend __________ on practice.

A. 1,000 hours B. 10,000 hours C. 100,000 hours D. an entire lifetime E. a significant amount of money Answer is B

Gina says, "I can type 70 words per minute with no errors." She is expressing:

A. A high self-efficacy B. High self-esteem C. A high self-expectation D. Her CSE E. An external locus of control Answer is A

Which of the following is the most fixed of a person's individual differences?

A. Attitudes B. Intelligence C. Self-efficacy D. Self esteem E. Emotions Answer is B

Which of the following is not an observable artifact?

A. Decorations B. Rituals C. Manner of dress D. Sustainability E. Acronyms Answer is D

In which stage of the group development process are group members uncertain about their roles, who's in charge, and the group's goals?

A. Forming B. Storming C. Norming D. Conforming E. Performing Answer is A

_______ describes how much personal responsibility a person takes for his or her behavior and its consequences.

A. Locus of control B. Emotional stability C. Self-efficacy D. Self-esteem E. Core self-evaluation Answer is A

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

A. Ombudsmanship B. Facilitation C. Peer review D. Mediation E. Arbitration Answer is D

Which of the following is not a general category of leader behaviors?

A. Transactional B. Task-oriented C. Relationship-oriented D. Passive E. Transformational Answer is A

People with high _________ see themselves as capable and effective

A. core self-evaluations B. emotional intelligence C. introversion D. extraversion E. openness to experience Answer is A

A person who promotes greater understanding through examples or exploration of implications for a group has taken on the role of:

A. evaluator. B. initiator. C. information seeker/giver. D. elaborator. E. orienter. Answer is D

A person who serves as a passive audience has taken on the role of:

A. gatekeeper. B. standard setter. C. encourager. D. follower. E. harmonizer. Answer is D

Aligned goals start with the __________.

A. hierarchy of authority B.organizational structure C. organizational culture D. organizational climate E. strategic plan Answer is E

According to Fiedler's theory, a moderate-control situation favors a __________ leader.

A. task-motivated B. relationship-motivated C. charismatic D. consultative E. laissez-faire Answer is B

People with moderate emotional stability __________ than people with low emotional stability.

A. tend to be more pessimistic B. are more likely to experience negative emotions under pressure C. earn lower salaries D. tend to perform more OCBs E. tend to perform more CWBs Answer is D

Experts on the subject of organizational effectiveness have concluded that organizations should use:

A. the goal accomplishment approach when goals are unclear. B. the internal processes approach when powerful stakeholders can significantly benefit or harm the organization's performance. C. the strategic constituencies approach when performance is strongly influenced by specific processes. D. the resource acquisition approach when inputs have a traceable effect on results or output. E. the competing values approach when the organization's culture is that of a clan or market. Answer is D

Leader-member exchange theory focuses on:

A. the leader's traits. B. the leader's behavior. C. the leader's vision. D. the leader's relationships with followers. E. the leader's position in the organization. Answer is D

Naturalist intelligence is

A. the potential to live in harmony with one's environment. B. the potential for deductive reasoning, problem analysis, and mathematical calculation. C. the same as intrapersonal intelligence. D. the potential to use mind and body to coordinate physical movement. E. the potential to recognize and use patterns. The Answer is A

Most entrepreneurs

A. think luck had no role in the success of their venture. B. were in their twenties. C. have bachelor's degrees. D. were unmarried when they started their business. E. come from extremely rich or extremely poor backgrounds. Answer is C

The category of organizational design that organizes people around the workflow is:

A. traditional. B. open. C. horizontal. D. mechanistic. E. closed. Answer is C

CSE stands for

Core self-evaluation

"Individual differences" is a narrow category only used to describe the "Big Five" personality attributes.

False

"Practical intelligence" is very similar to logical-mathematical intelligence.

False

A clan culture has an internal focus and values stability and control.

False

A closed system depends on constant interaction with its environment for survival.

False

A developmental network that is high in terms of its diversity, and high in terms of its strength, is classified as opportunistic.

False

A group that gets together because of a common interest is a formal group.

False

Enacted values are the explicitly stated values and norms that are preferred by an organization.

False

Of the Big Five personality dimensions, agreeableness has been shown to be the best predictor of job performance.

False

Of the types of followers, rebels distance themselves from the leadership and show less compliance than others.

False

One of the advantages of matrix structures is clear roles and responsibilities.

False

One of the characteristics of a servant leader is a complete delegation of authority to subordinates.

False

One of the things that drives organizational culture is the organization's structure

False

XYZ Corporation reviews customer feedback from its website operations over the past three months, and decides to add more service representatives. This reflects a closed system approach.

False

Your physical and/or emotional state is the strongest predictor of your self-efficacy beliefs.

False

"Initiator" is a task role in groups.

True

"Let me give you tangible support to help you reach your goals" is individualized consideration.

True

Companies with adhocracy-type cultures are decreasing in the U.S. as many companies are becoming risk averse.

True

Companies with an adhocracy culture have an external focus and value flexibility.

True

Companies with clan cultures resemble family-type organizations.

True

Low-quality leader-member exchanges are not good for individuals or groups.

True

Managers are encouraged to nurture self-efficacy in themselves

True

Managers can help employees manage their attitudes and emotions.

True

Managers should use the internal processes approach when organizational performance is strongly influenced by specific processes.

True

Many effective managers select employees based on positive, job relevant, relatively stable individual differences.

True

Members of boundaryless organizations communicate primarily through virtual methods.

True

Mentoring is the process of forming and maintaining intensive and lasting developmental relationships between a variety of developers and a junior person.

True

Proactive personalities tend to have higher satisfaction with and commitment to their organizations.

True

Product innovation is a change in the appearance or the performance of a product or service, or the creation of a new one.

True

The trait approach to leadership attempts to identify personality characteristics or interpersonal attributes that can be used to differentiate leaders from followers.

True

The two types of roles that are very important to effective group functioning are task and maintenance.

True

To be a team, a group must be composed of members with complementary skills.

True

Traditional organizational designs rely on vertical hierarchy and clear departmental boundaries and reporting relationships.

True

Transformational innovations are targeted at creating new markets and customers.

True

Transformational leaders tend to have personalities that are more extraverted, agreeable, and proactive than nontransformational leaders

True

Trust of character is known as contractual trust.

True

When implementing cultural change through the use of formal statements, a leader is operating at the level of observable artifacts and espoused values.

True

You can control your behavior much more than your personality.

True

Which of the following statements about organizational culture is true?

A. A specific organization can have characteristics of only one type of culture. B. While the CVF is an interesting approach, it has no research support. C. Organizations tend to have one dominant type of culture. D. The CVF model categorizes organizations into six types of culture. E. An organization with a focus on its external environment pays most attention to its employees. Answer is C

Jim is the daytime supervisor for an automobile assembly line. He supervises 45 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Jim has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the assembly line. Jim has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Jim generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's model, what would the task structure of Jim's employees be considered?

A. Absolute B. High C. Medium D. Low E. Nonexistent Answer is B

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

A. Clan B. Market C. Hierarchy D. Adhocracy E. Hybrid Answer is D

Which of the following is not a characteristic of an out-group exchange?

A. Economic exchange B. Formality C. Mutual liking D. Negotiating the relationship between performance and rewards E. Fewer common interests Answer is C

___________ is achieved through formulation and enforcement of policies, rules, and regulations.

A. Hierarchy of authority B. The strategic plan C.Aligned goals D. Division of labor E. Coordination of effort Answer is E

Which of the following is not one of the basic dimensions of the Big Five personality dimensions?

A. Locus of control B. Extraversion C. Openness to experience D. Conscientiousness E. Agreeableness Answer is A

One of the "cons" of _________ organizations is the potential loss of in-house capacity to innovate.

A. matrix B. functional C. hollow D. learning E. divisional Answer is C

A _____ is a set of expected behaviors for a particular position

A. role B. norm C. task role D. maintenance role E. competency Answer is A

Jill has joined the police academy. During the training process, Jill and the other cadets are made to wear uniforms and maintain an immaculate appearance. The trainers address her as "officer" instead of using her first name. All the cadets are told they are no longer ordinary citizens but representatives of the police force. This form of organizational socialization is referred to as _________.

A. role play B. investiture C. informal D. divestiture E. random Answer is D

A developmental network that is low in terms of its diversity, and low in terms of its strength, is classified as opportunistic.

False

A functional structure groups people according to similarity of products, services, customers, clients, or geographic regions.

False

A norm is a set of expected behaviors for a particular position.

False

A norm is a written rule a group agrees upon that guides behavior.

False

A person who is relaxed, secure, and unworried is referred to as an extrovert.

False

A strategy represents a long-term goal that describes what an organization wants to become.

False

According to Schein, a crowd is merely a large group.

False

According to research, job satisfaction is highest in market cultures, of all the culture types.

False

According to research, there is a strong positive relationship between objective profit and clan and market cultures.

False

An individual's capacity for constructive thinking, reasoning, and problem solving is known as naturalist intelligence

False

Being a leader requires holding a formal position of authority.

False

Harmonizer is a task role in groups.

False

Today, we consider that the three main categories of organizational design are internal, hybrid, and external.

False

Transactional leaders transform followers to pursue organizational goals over self-interests.

False

Transformational leadership cannot be learned.

False

Trust of character is known as competency trust.

False

Unlike other elements of OB, leadership is not influenced by situational factors.

False

Virtual structures are categorized into two types: horizontal and vertical.

False

When hiring people, the best thing a manager can do is to find someone like him/herself and make sure the person "fits" into his or her stereotype of a good worker.

False

Normally, organizations with a hierarchical culture have narrower spans of control than flatter organizations.

True

Norms can apply to the group, team, or organizational level.

True

Task roles enable a group to define, clarify, and pursue a common purpose.

True

Teams are a cornerstone of work life in today's organizations.

True

You're Kidding Me, Inc., is a company that develops video games. The company's primary vision is innovation and quick adaptation to the changing environment of the gaming industry, particularly for children. The CEO of the company values creativity and frequently urges her employees to think outside-the-box in order come up with the next big idea. Which of the following best describes You're Kidding Me's organizational culture?

A. Adhocracy B. Clan C. Role D. Market E. Hierarchy Answer is A

General Widgets, Inc., manufactures high-quality widgets. The widget industry is mature and few innovations occur. The widgets have to be built exactly according to particular specifications provided by customers. This requires the use of controlled processes and precise measurements. The company also needs to maintain high efficiency in its production process in order to meet the market demand. For this company, stability is more important than flexibility. Which of the organizational cultures is best suited for General Widgets?

A. Adhocracy culture B. Clan culture C. Modern culture D. Hierarchy culture E. Market culture Answer is D

Which of the following statements is not true about group development?

A. All the stages of group development are not necessarily of the same duration. B. All the stages of group development are not necessarily of the same intensity. C. Tuckman's theory of group development stages has been strongly supported by empirical testing. D. Effective groups and teams go through a maturation process. E. The storming stage may be particularly long, depending on the goal clarity and commitment and maturity of members. Answer is C

Which of the following statements about organizational culture is true?

A. Artifacts are the most difficult aspect of organizational culture to change. B. Espoused values are the same as thing as enacted values. C. Espoused values are generally established by the founder or top management. D. Most companies have a long list of espoused values. E. Espoused values automatically influence employee behavior. Answer is C

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

A. Avoid communicating directly with the other person B. Emphasize problem solving and common objectives C. Try to get coworkers to side with them D. Immediately seek help from the boss, even for slight conflict situations E. Go to the human resources department when the conflict first occurs Answer is B

Which of the following should a person do to manage conflict?

A. Avoid conflict at all costs B. Ignore the conflict until it goes away C. Use evaluative rather than descriptive language D. Be open and honest E. Push strongly to "win" the conflict Answer is D

Which of the following is not one of the competencies (Cs) of effective teams?

A. Charters and strategies B. Capacity C. Composition D. Competitiveness E. All of these are competencies of effective teams Answer is D

Which type(s) of organizational culture has (have) been shown by research to be most strongly related to subjective innovation?

A. Clan B. Market C. Hierarchy D. Adhocracy E. Adhocracy and clan Answer is B

Which type(s) of organizational culture has (have) been shown by research to be most strongly related to organizational commitment?

A. Clan B. Market C. Hierarchy D. Adhocracy E. Clan and adhocracy Answer is A

Which type of organizational culture has been shown by research to be most strongly related to job satisfaction?

A. Clan B. Market C. Hierarchy D. Adhocracy E. Hybrid Answer is A

On her first day of work for ABC Company, Justine attended a full-day session with other new employees to learn about company policies and procedures. Each person in that session was introduced to a specific person whom they would all meet with once a week over the next two months to answer their questions about the company. This experience would be described as:

A. Collective and serial. B. Random and disjunctive. C. Divestiture and individual. D. Investiture and variable. E. Sequential and variable. Answer is A

Which of the following is not a function of organizational culture?

A. Collective commitment B. Social system stability C. Diversity management D. Sense-making E. Organizational identity Answer is C

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:

A. Collective versus individual B. Sequential versus random C. Serial versus disjunctive D. Investiture versus divestiture E. Fixed versus variable Answer is C

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

A. Communication skills B. Openness to experience C. Emotional intelligence D. Emotional stability E. Machiavellianism Answer is E

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

A. Communication skills B. Openness to experience C. Emotional intelligence D. Narcissism E. Emotional stability Answer is D

___________ are shared perceptions among members of a team about the intensity of disagreement over either tasks or relationships.

A. Conflict processes B. Conflict states C. Conflict handling styles D. Personality conflicts E. Intergroup conflicts Answer is B

Which of the following is not one of the Cs of team players?

A. Conscientious B. Committed C. Collaborative D. Competent E. All of these are Cs of team players Answer is A

Which of the following are the three Cs of team players?

A. Conscientious, committed, collaborative B. Committed, collaborative, competent C. Collaborative, conscientious, constructive D. Competent, competitive, co-dependent E. Constructive, committed, compromising Answer is B

Which of the following is not one of the common denominators of organizations?

A. Coordination of effort B. Profit motive C. Hierarchy of authority D. Division of labor E. Aligned goals Answer is B

When organizations make sure that the right people do the right things at the right time, this is called:

A. Coordination of effort B. The span of control C. The hierarchy of authority D. Division of labor E. Aligned goals Answer is C

As part of a work group, Bob's main job is to resolve conflicts between other group members. Whenever there is an argument, he tries to figure out a solution that benefits both parties, or he quickly defuses the tension with some jokes. Which of the following roles is Bob performing within his work group?

A. Coordinator B. Orienter C. Evaluator D. Energizer E. Harmonizer Answer is E

As part of a work team in his office, it is Larry's job to make photocopies of relevant materials and hand them out to the team members during meetings. Which of the following task roles is Larry performing in his work team?

A. Coordinator B. Orienter C. Evaluator D. Procedural technician E. Recorder Answer is D

Jamie is in the process of writing her doctoral thesis. She gets frequent guidance and advice from her thesis advisor whom she considers a close friend as well as a mentor. Jamie frequently seeks the help and advice of another professor at the same time, who also closely oversees her work. Which of the following types of developmental network best describes Jamie's situation?

A. Counseling B. Receptive C. Traditional D. Entrepreneurial E. Opportunistic Answer is C

Troy had received a job offer straight out of college and had moved to Omaha a year ago. He has been introduced to numerous people in his workplace, his community, and his church. Although it's nice to see a familiar face, he doesn't see them too often and feels like he doesn't know them very well. Which type of developmental network best describes Troy's situation?

A. Counseling B. Receptive C. Traditional D. Entrepreneurial E. Opportunistic Answer is E

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

A. Creating an in-group B. Inspirational motivation C. Idealized influence D. Individualized consideration E. Intellectual stimulation Answer is A

___________ occurs when the common goal is pursued by individuals performing separate but related tasks.

A. Division of labor B. Hierarchy of authority C. Unity of command D. Span of control E. Traditional structure Answer is A

What kind of structure groups employees according to similar products, services, customers, clients, or geographic regions?

A. Divisional B. Hollow C. Matrix D. Functional E. Horizontal Answer is A

In a __________ structure, teams or workgroups, either temporary or permanent, are created to improve collaboration and work on common products.

A. Divisional B. Hollow C. Matrix D. Functional E. Horizontal Answer is E

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

A. Dominating B. Distributive C. Personality D. Integrative E. Devil's advocate Answer is C

Which of the following is not a benefit of virtual teams?

A. Easier to establish team cohesion B. Reduced real estate costs C. Reduced work-life conflicts for employees D. Improved brainstorming E. Ability to share knowledge of diverse markets Answer is A

Which of the following statements about applying organizational socialization research is true?

A. Effective onboarding programs actually decrease retention because recruits who don't "fit" tend to leave the organization. B. Organizations can use socialization tactics to promote ethical behavior. C. Employees experience no stress associated with becoming socialized into an organization. D. Managers should not use a contingency approach to organizational socialization. E. All recruits can be effectively socialized through standardized socialization programs. Answer is B

Core self-evaluations represent a broad personality trait comprised of all but one of the following. Which one?

A. Emotional stability B. Generalized self-efficacy C. Locus of control D. Interpersonal intelligence E. Self-esteem Answer is D

Which of the following is not considered a contingency factor in House's path-goal theory?

A. Employee's need for clarity B. Employee's need for achievement C. Task structure D. Work group dynamics E. Leader acceptance Answer is E

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.

A. Empowerment B. Task-oriented C. Relationship-oriented D. Passive E. Transformational Answer is C

_________ involves leader behavior associated with creating mutual respect or trust and focuses on a concern for group members' needs and desires.

A. Empowerment B. Transformational leadership C. Servant leadership D. Consideration E. Laissez-faire leadership Answer is D

Bill wants to work for the Chocolate Factory. He applies for a job and at the same time tries to find out as much as he can about the company on the Internet. He also asks his friend Charles, who already works there, about the work environment and employee benefits that the company offers. Which phase of organizational socialization is Bill currently in?

A. Encounter B. Anticipatory C. Integration D. Arrival E. Change and acquisition Answer is B

Which of the following is not a task role?

A. Encourager B. Energizer C. Recorder D. Elaborator E. Information seeker/giver Answer is A

Which three roles are especially important to groups?

A. Energizer, harmonizer, gatekeeper B. Initiator, orienter, energizer C. Coordinator, procedural technician, gatekeeper D. Compromiser, commentator, evaluator E. Opinion seeker/giver, standard setter, initiator Answer is B

Andrew is starting his own bakery. To help him out, his father's friend, who owns a supermarket, offers him a supply of flour and sugar at discount prices. Andrew's close friend, who is a real estate agent, gives him advice on how to get a large loft in the downtown area at a reasonable price. His mother, who has strong political ties in the community, uses her contacts with locals to spread the word about Andrew's new business. Which of the following developmental networks does Andrew have?

A. Entrepreneurial B. Opportunistic C. Traditional D. Receptive E. Dependent Answer is A

Which of the following is not one of the common teamwork competencies?

A. Expecting quality work B. Keeping the team on track C. Possessing relevant knowledge, skills, and abilities D. Contributing to the team's work E. Recording team activities Answer is E

A. Expert B. Political C. Strong D. Moderate E. Weak Answer is E

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

A. Exposure and visibility B. Coaching C. Protection D. Role modeling E. Challenging assignments Answer is D

Which of the following is not one of the psychosocial functions of mentoring?

A. Exposure and visibility B. Role modeling C. Counseling D. Friendship E. Acceptance and confirmation Answer is A

Which of the following is not a benefit of horizontal structures?

A. Faster and more efficient new product development B. Encourage knowledge sharing C. Greater creativity D. Greater opportunities for functional specialization E. Rapid communication and reduction of cycle time Answer is D

Which of the following is not a benefit of divisional structures?

A. Focus on the customers B. Managers have the flexibility to make decisions that affect several functions to meet customers' needs C. Can move faster if a new customer need arises D. Can respond faster to competition E. Possible duplication can add to costs Answer is E

Which of the following is not a benefit of open structures?

A. Focus on what they do best B. High control of outsourced operations C. Work well when trusted and suitable partners are available D. Work well when efficiency is very important E. Potentially better access to specialists Answer is B

Which of the following is not a characteristic of high-performing teams?

A. Focused on group dynamics B. Shared responsibility C. Having a common purpose D. Open, honest communication E. Rapid response Answer is A

Which of the following is not a characteristic of a servant-leader?

A. Foresight B. Building community C. Charisma D. Awareness E. Empathy Answer is C

Jimmy starts work at an accounting firm. On the first day of work, his boss takes him aside and tells him about the specifics of his job at the firm. Over the next few months, when they both have time, Jimmy's boss gives him further advice, instructions, and personal training on unique tasks. Which of the following describes Jimmy's socialization process at the accounting firm?

A. Formal B. Fixed C. Individual D. Divestiture E. Collective Answer is C

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

A. Formal statements B. Slogans, language, acronyms, and sayings C. Organizational activities, processes, or outcomes D. Workflow and organizational structure E. Stories, legends, or myths about key people and events Answer is E

In which stage of the group development process do group members try to determine how they fit into the power structure?

A. Forming B. Storming C. Norming D. Conforming E. Performing Answer is B

Group cohesiveness, when it occurs, tends to develop during which stage of the group development process?

A. Forming B. Storming C. Norming D. Conforming E. Performing Answer is C

In which stage of the group development process do group members resolve their power struggles so that something can be accomplished?

A. Forming B. Storming C. Norming D. Conforming E. Performing Answer is C

In which stage of the group development process are group members asking, "How can I best perform my role?"

A. Forming B. Storming C. Norming D. Conforming E. Performing Answer is E

In which stage of the group development process is the group focused on solving task problems?

A. Forming B. Storming C. Norming D. Conforming E. Performing Answer is E

As a manager Laurel has established a new work group to tackle a particular project. She has introduced all the members to each other and the group has elected a leader. However, lately Laurel has noticed that some group members are procrastinating on their duties. Two cliques have formed within the group and they are frequently arguing with and challenging the group leader's opinions. Which of the following stages of group development process is Laurel observing?

A. Forming B. Storming C. Performing D. Norming E. Adjourning Answer is B

Which of the following is not a characteristic of a group?

A. Four or more individuals B. Shared goal C. Common identity D. Shared norms E. All of these are characteristics of a group Answer is A

Which of the following is an organizational function of a group?

A. Fulfill the need for affiliation B. Reduce anxieties C. Build self-esteem D. Coordinate interdepartmental efforts E. Provide an opportunity to test perceptions of social reality Answer is D

Which of the following is an organizational function of a group?

A. Fulfill the need for affiliation B. Reduce anxieties C. Build self-esteem D. Implement complex decisions E. Provide an opportunity to test perceptions of social reality Answer is D

Which of the following is an individual function of a group?

A. Generate new ideas B. Provide a problem-solving mechanism for personal problems C. Implement complex decisions D. Socialize newcomers E. Accomplish complex, interdependent tasks Answer is B

Acme Movers is a company that ships goods and cargo to all locations in the United States. The employees understand that the company's primary vision of timeliness, efficiency and low-cost services is important to maintain the competitive edge over other movers in the business. They constantly work to ensure that all deliveries reach their destinations on schedule, and the company, in turn, rewards the employees with performance-based awards and profit sharing. Which function of organizational culture is exemplified here?

A. Giving members an organizational identity B. Facilitating collective commitment C. Promoting social system stability D. Shaping behavior by helping members make sense of their surroundings E. Increasing the likelihood of shared feelings and emotions Answer is D

Transactional leadership encompasses all but one of the following. Which one?

A. Goal setting B. Social interaction C. Monitoring progress toward goal achievement D. Giving feedback E. Administering discipline Answer is B

During group meetings Patty feels that everyone should have their say whenever the group makes an important decision. She makes sure that every group member gets the chance to put forth his or her own ideas during the meeting. Which of the following maintenance roles is Patty performing?

A. Harmonizer B. Encourage C. Compromiser D. Standard setter E. Gatekeeper Answer is E

Which of the following cannot be viewed in an organizational chart?

A. Hierarchy of authority B. Organizational culture C. Division of labor D. Span of control E. Line and staff positions Answer is B

People with __________ often see the causes of events in their lives as due to luck or other environmental factors.

A. High emotional stability B. An internal locus of control C. An external locus of control D. High introversion E. High extraversion Answer is C

Adam is a new product development manager for Hello.com, an Internet match-making service. He has only two employees reporting directly to him. From what you have read about organization charts, what do you know for sure?

A. His subordinates enjoy greater autonomy than others. B. His subordinates take part in the decision-making process. C. He has a narrow span of control. D. His subordinates are not closely supervised. E. He is encountering low administrative costs. Answer is C

Pierre is a foreman in a plant. He has 25 line workers who report to him on the night shift. From what you have read about organization charts, what do you know for sure?

A. His subordinates enjoy less autonomy than others. B. His subordinates take part in the decision-making process. C. He has a wide span of control. D. His subordinates are closely supervised. E. He is encountering high administrative costs. Answer is C

Which of the following is a traditional organizational design?

A. Horizontal B. Hollow C. Modular D. Divisional E. Virtual Answer is D

Which of the following is a traditional organizational design?

A. Horizontal B. Hollow C. Modular D. Matrix E. Virtual Answer is D

The general strategy for the practical application of situational theories includes all but one of the following. Which one?

A. Identify important outcomes B. Identify situational conditions C. Match leadership to the conditions at hand D. Stick to one leadership style E. Identify relevant leadership behaviors Answer is D

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

A. Inadequate communication B. Extreme time pressure C. Individual decision making D. Interdependent tasks E. Unclear policies Answer is C

Which of the following statements about incivility is false?

A. Incivility is common B. Incivility results from interactions with coworkers, but not from bosses or subordinates C. Bullying is most often evident to others D. Bullying affects even those who are not bullied E. Bullying has group-level implications Answer is B

Which of the following is not a way to reduce social loafing?

A. Increase group size B. Assure equity of effort among group members C. Hold individuals accountable D. Use hybrid rewards E. Hold both individuals and the group accountable Answer is A

Which of the following is not a dimension along which socialization tactics can vary?

A. Individual versus collective B. Fixed versus variable C. Investiture versus divestiture D. Serial versus disjunctive E. Managerial versus peer Answer is E

In the ___________ subprocess, a learning organization makes sense of the information it has acquired.

A. Information acquisition B. Information interpretation C. Knowledge integration D. Organizational memory E. Information distribution Answer is B

Which of the following statements about innovation is true?

A. Innovation always involves a "eureka" moment B. Innovation can be systematized C. Innovation has nothing to do with hard work D. Innovation can be motivated by profit E. Innovation rarely grows from necessity Answer is D

Which of these would you not see from an inspiring transformational leader?

A. Inspirational motivation B. Idealized influence C. Individualized consideration D. Intellectual stimulation E. Authoritarian leadership Answer is E

The conflict handling style that is passive withdrawal from the problem and active suppression of the issue is:

A. Integrating B. Obliging C. Avoiding D. Dominating E. Compromising Answer is C

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

A. Integrating and compromising B. Dominating and integrating C. Avoiding and compromising D. Avoiding and obliging E. Obliging and dominating Answer is D

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

A. Interaction-facilitation B. Supportive C. Work-facilitation D. Achievement-oriented E. Path-goal clarifying Answer is A

ABC, Inc., has not been able to bring any changes to its existing products for a very long time. For the last two years, it has not launched a single new product. It has also been facing constant complaints from customers. Recently, it has been sued for violating local noise regulations. Which of the following generic organizational effectiveness criteria is a cause of concern for ABC, Inc.?

A. Internal processes B. External processes C. Strategic constituencies satisfaction D. Resource acquisition E. Goal accomplishment Answer is A

The dimensions used to describe developmental relationships and networks are:

A. Internal versus external B. Flexible versus stable C. Encounter versus anticipatory D. Opportunistic versus receptive E. Strength versus diversity Answer is E

Teams that are composed of specialists from different areas are called:

A. Internet teams B. Intranet teams C. Virtual teams D. Cross-functional teams E. Self-managing teams Answer is D

Jim is the daytime supervisor for an automobile assembly line. He supervises 45 workers who perform routine jobs that require minimal training. Which of the following statements would indicate that Jim is following the path-goal model of leadership?

A. Jim has a certain idea about how he should behave as a leader and what he should do for his team of workers. B. Jim does not feel like taking responsibility for leading his team since their jobs require minimal training. C. Jim's leadership skills are most effective when applied to match the characteristics of the situation at hand. D. Jim wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates. E. Jim likes to provide the guidance and support needed by employees and ties meaningful rewards to accomplishment of objectives. Answer is E

A. Jim has a certain idea about how he should behave as a leader and what he should do for his team of workers. B. Jim sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment. C. Jim's leadership skills are most effective when applied to match the characteristics of the situation at hand. D. Jim wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates. E. Jim likes to provide the guidance and support needed by employees and ties meaningful rewards to completion of objectives. Answer is B

A. Jim seeks to develop leadership in others and focuses on objectives that surpass the immediate needs of the group. B. Jim sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment. C. Jim refrains from engaging in self-serving behaviors that hurt others and focuses on increased service to others rather than to himself. D. Jim wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates. E. Jim likes to provide the guidance and support needed by employees and ties meaningful rewards to completion of objectives. Answer is C

A. Jim seeks to motivate employees to pursue organizational goals above their own self-interests. B. Jim sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment. C. Jim's leadership skills are most effective when applied to match the characteristics of the situation at hand. D. Jim wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates. E. Jim likes to provide the guidance and support needed by employees and ties meaningful rewards to completion of objectives. Answer is A

______ is a reciprocal belief that another person will consider how their intentions and behaviors will affect you.

A. Justice B. Ethics C. Trust D. Integrity E. Compassion Answer is C

Which of the following is not a behavior that would build trust?

A. Keep information to yourself B. Give credit and recognition C. Be consistent D. Demonstrate professionalism E. Be available and approachable Answer is A

The dimensions of situational control in Fiedler's model are:

A. LMX, task structure, and work facilitation B. Locus of control, task ability, and need for achievement C. Task structure and work group dynamics D. Leader-member relations, task structure, and position power E. LMX, task structure, and personal power Answer is D

The dimensions of situational control in Fiedler's model are:

A. LMX, task structure, and work facilitation. B. locus of control, task ability, and need for achievement. C. task structure and work group dynamics. D. leader-member relations, task structure, and position power. E. LMX, task structure, and personal power. Answer is D

Which of the following statements about span of control is true?

A. Larger organizations tend to have wider spans of control. B. Costs tend to be higher in organizations with narrow spans. C. Complex tasks tend to require a narrower span of control. D. Narrow spans of control are mostly found in clan cultures. E. Senior-level executives tend to have wider spans of control. Answer is B

In which of the following situations would a leader's situational control be considered high?

A. Leader-member relations good; task structure low; position power weak B. Leader-member relations good; task structure high; position power weak C. Leader-member relations poor; task structure high; position power strong D. Leader-member relations poor; task structure low; position power strong E. Leader-member relations poor; task structure low; position power weak Answer is B

In which of the following situations would a leader's situational control be considered low?

Which of the following statements about culture change is false?

A. Leaders are the architects/developers of organizational culture. B. Managers should use a structured approach to changing cultures. C. Culture change should only be attempted when organizational survival is threatened. D. Managers should consider how the current culture aligns with vision and strategy. E. To change culture, start by targeting artifacts, espoused values, and basic assumptions Answer is C

Which of the following statements about assessing leadership effectiveness is true?

A. Leadership effectiveness is simply gaining commitment with our influence attempts. B. Leadership can be assessed at the level of the individual leader, but not at group or organizational levels. C. Assessing leadership effectiveness is independent of whom is doing the assessment. D. The criteria for assessing leadership effectiveness are always clear. E. Evaluation of leadership effectiveness depends on what the evaluator wants. Answer is E

Which of the following is not an organizational subsystem of an organization?

A. Managerial B. Technical C. Structural D. Environmental E. Psychosocial Answer is D

What cultural types represent competing values?

A. Market and hierarchy B. Hierarchy and clan C. Clan and adhocracy D. Adhocracy and market E. Adhocracy and hierarchy Answer is E

What cultural types represent competing values?

A. Market and hierarchy B. Hierarchy and clan C. Clan and adhocracy D. Adhocracy and market E. Clan and market Answer is E

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

A. Matching the behavior to the situation B. Inspirational motivation C. Idealized influence D. Individualized consideration E. Intellectual stimulation Answer is A

One of the "pros" of _________ organizations is clear roles and responsibilities.

A. Matrix B. Functional C. Hollow D. Modular E. Virtual Answer is B

Which of the following is an open organizational design?

A. Matrix B. Modular C. Horizontal D. Functional E. Divisional Answer is B

Which of the following statements about mechanistic organizations is true?

A. Mechanistic organizations generally have open structures. B. Mechanistic organizations generally are expected to produce reliability and consistency in internal processes. C. Mechanistic organizations result in lower efficiency, quality, and timeliness. D. Mechanistic organizations are more responsive to customer feedback. E. Mechanistic organizations are inappropriate in industries where mistakes and errors can be catastrophic. Answer is B

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

A. Mediation B. Devil's advocacy C. Negotiation D. Alternative dispute resolution E. The dialectic method Answer is E

According to research, which of the following statements about men's and women's leadership traits is true?

A. Men display more social leadership than women B. Women display more task leadership than men C. Men are less directive than women D. Women are more autocratic than men E. Men and women are equally assertive. Answer is E

According to research, which of the following statements about men's and women's leadership traits is true?

A. Men display more social leadership than women. B. Women display more task leadership than men. C. Men are more assertive than women. D. Men are more autocratic than women. E. Women are more autocratic than men. Answer is D

In which stage of the organizational socialization process would an onboarding program be provided?

A. Mentoring B. Anticipatory C. Encounter D. Change and acquisition E. Networking Answer is C

In which stage of the organizational socialization process would a realistic job preview normally be provided?

A. Mentoring B. Anticipatory socialization C. Encounter D. Change and acquisition E. Networking Answer is B

Jim is the daytime supervisor for an automobile assembly line. He supervises 45 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Jim has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the assembly line. Jim has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Jim generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's Contingency Model, how would you characterize the level of situational control in these circumstances?

A. Negligible B. Low C. Moderate D. High E. Absolute Answer is D

Jim is the daytime supervisor for an automobile assembly line. He supervises 45 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Jim has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the assembly line. Jim has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Jim generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's model, how would Jim's leader-member relations be described?

A. Nonexistent B. Poor C. Moderate D. Good E. Absolute Answer is D

Peter is part of a newly formed work group. He has been introduced to all the group members, but he still feels like he cannot trust them. The group has not yet chosen a leader, and Peter feels unsure about his exact role within the group. According to Tuckman's five-stage model of group development, which of the following stages is Peter's group currently in?

A. Norming B. Forming C. Storming D. Performing E. Adjourning Answer is B

Tracy has been part of a work group for some weeks now. She has slowly become well-acquainted with the other members and even made some new friends. Although in the beginning there were a few arguments and fights, they were resolved with time and Tracy feels a definite sense of team spirit that gets her excited about work. According to Tuckman's five-stage model of group development, which of the following stages is Tracy's group experiencing?

A. Norming B. Storming C. Performing D. Adjourning E. Forming Answer is A

Which of the following statements about norms is not true?

A. Norms are shared phenomena and may apply to the group, team, or organizational level. B. Norms are typically written down and discussed openly by groups. C. Norms clarify behavioral expectations. D. Norms help group members avoid being embarrassed. E. Norms clarify central values and unique identity of a group. Answer is B

_________ are flexible networks of multitalented individuals who perform a variety of tasks.

A. Organic organizations B. Closed organizations C. Market cultures D. Virtual structures E. Functional organizations Answer is A

Which of the following mechanisms for changing organizational culture addresses only the level of basic underlying assumptions of culture?

A. Organizational activities, processes, or outcomes B. Rites and rituals C. Formal statements D. Design of physical space E. Slogans and language Answer is A

______ groups are assigned by organizations or managers, while _______ groups form when members' purpose of getting together is friendship or a common interest.

A. Organizational; individual B. Departmental; divisional C. Formal; informal D. Focus; interest E. Task; maintenance Answer is C

Which of the following statements about groups is not true?

A. People often play multiple roles in their lives. B. Individuals frequently play more than one role in a group. C. People who do not conform to group roles are given high status by the group. D. Both task and maintenance roles are important to group effectiveness. E. Leaders can help groups function effectively by stepping in to perform roles the group has not undertaken on its own. Answer is C

Spatial intelligence is likely to be most valuable to a:

A. Politician B. Minister C. College professor D. Fighter pilot E. Singer Answer is D

Which of the following is not a group maintenance role?

A. Procedural technician B. Commentator C. Follower D. Standard setter E. Encourager Answer is A

What has been shown by research to reduce social loafing?

A. Providing group rewards B. Allowing groups to choose their own members C. Providing hybrid rewards D. Choosing group membership based on personality type E. Using an autocratic leadership style Answer is C

Peter is a resident surgeon at his local hospital. Before he could start his residency, he had to complete four years of medical school, and then two years of internship. Identify the socialization process that Peter had to undergo.

A. Random socialization B. Collective socialization C. Sequential socialization D. Informal socialization E. Fixed socialization Answer is C

Which of the following is not a characteristic of an in-group exchange?

A. Reciprocal influence B. Mutual respect C. Sense of common fates D. Economic exchange E. Social relationship Answer is D

In the encounter phase of organizational socialization,

A. Recruits anticipate realities about the organization and the new job B. Employees' values, skills and attitudes start to shift as the new recruit discovers what the organization is truly like C. Individuals resolve competing role demands D. People master critical tasks E. Individuals anticipate the organization's need for someone with their skills and abilities Answer is B

Which of the following is not one of the generic approaches to assessing an organization's effectiveness?

A. Resource acquisition B. Goal accomplishment C. Organizational culture D. Strategic constitutencies satisfaction E. Internal processes Answer is C

Companies often adopt continuous improvement programs in pursuit of the _________ approach.

A. Resource acquisition B. Goal accomplishment C. Organizational culture D. Strategic constitutencies satisfaction E. Internal processes Answer is E

While the rest of the academia is suffering from labor shortages, WhatsUp University averages five applicants for every position opening. With this ratio of applicants to openings, the university can pick and choose from among the top candidates. WhatsUp University is successful according to which organizational effectiveness criterion?

A. Resource acquisition B. Internal processes C. External processes D. Goal accomplishment E. Strategic constituencies satisfaction Answer is A

XYZ Corp. set a number of objectives for the quarter, including increasing productivity by 10 percent and reducing turnover by 20 percent. As a whole, the organization accomplished both these objectives. XYZ Corp. is successful according to which organizational effectiveness criterion?

A. Resource allocation B. Internal processes C. External processes D. Goal accomplishment E. Strategic constituencies satisfaction Answer is D

A major pharmaceutical firm is developing a new medical drug for the market. Stockholders are pressing for an early release date, as the drug is expected to generate significant profits. Unions representing production workers are pressing for wage increases, which would reduce the resources available for development and marketing, thus delaying the release date. Consumer activists are pressing for increased testing which would both increase costs and delay the release date. Which organizational effectiveness criterion is most applicable in this situation?

A. Resource allocation B. Internal processes C. External processes D. Goal accomplishment E. Strategic constituencies satisfaction Answer is E

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

A. Rites and rituals B. Workflow and organizational structure C. Organizational goals D. Deliberate role modeling, training, and coaching E. Formal statements Answer is D

Which of the following is not an element of emotional intelligence?

A. Self-awareness B. Social awareness C. Relationship management D. Emotional stability E. Self-management Answer is D

Which of the following is not an element of emotional intelligence?

A. Self-awareness B. Social awareness C. Relationship management D. Intrapersonal intelligence E. Self-management Answer D

___________ reflects the extent to which the work environment is perceived as positive and reinforcing, and the extent to which conflict and change are effectively managed.

A. Social system stability B. Organizational socialization C. Sense-making D. Competing values E. Mentoring Answer is A

Which of the following statements about organizational socialization is false?

A. Socialization begins before an employee actually joins an organization. B. The entire socialization process may range from a few weeks to a year to complete. C. Socialization can take longer for one person than another, depending on individual differences. D. Research shows that realistic job previews do not help reduce turnover. E. There is no set way to "onboard" new employees. Answer is D

The ________ principle specifies that each employee should report to only one manager.

A. Span of control B. Decentralization C. Span of authority D. Unity of command E. Bureaucratic Answer us D

The potential to understand, connect with, and effectively work with others is:

A. Spatial intelligence B. Naturalist intelligence C. Intrapersonal intelligence D. Bodily-kinesthetic intelligence E. Interpersonal intelligence Answer is D

Which of the following is not listed as a resource that organizations can use to support innovation?

A. Specialized facilities for creative work B. Required structure and processes C. Appropriate resources D. The right organizational culture and climate E. Necessary human capital Answer is A

People with very high levels of emotional stability __________ than people with moderate emotional stability.

A. Tend to become less detail-oriented B. Focus more on the larger objectives C. Earn lower salaries D. Tend to perform fewer OCBs E. Pay more attention to co-workers Answer is D

Which of the following is not a benefit of functional structures?

A. They can save money by grouping together people who need similar materials or equipment B. Members develop pride in their specialty, which helps quality C. They work well in dynamic environments D. Supervisors understand what department members do E. People devote more of their time to what they do best Answer is C

__________ rely on a vertical hierarchy and attempt to define clear departmental boundaries and reporting relationships.

A. Traditional structures B. Horizontal designs C. Open designs D. Boundaryless organizations E. Learning organizations Answer is A

__________ work hard to flatten hierarchy and organize people around specific segments of the workflow.

A. Traditional structures B. Horizontal designs C. Open designs D. Boundaryless organizations E. Learning organizations Answer is B

__________ rely on leveraging technology and structural flexibility to maximize potential value through outsourcing and external collaboration.

A. Traditional structures B. Horizontal designs C. Open designs D. Matrix organizations E. Divisional organizations Answer is C

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

A. Transactional leadership B. Transformational leadership C. Consideration D. Empowerment E. Initiating structure Answer is A

Fiedler's contingency model identifies which leadership styles?

A. Transactional or transformational B. Task-motivated or relationship-motivated C. Servant or laissez-faire D. Active or passive E. Trait or behavioral Answer is B

__________ leadership focuses on increased benefit to others rather than to oneself.

A. Transformational B. Relationship-motivated C. LMX D. Servant E. Inspirational Answer is D

Which of the following is not an implication of transformational leadership?

A. Transformational leaders may be unethical. B. Transformational leadership cannot work virtually. C. Transformational leadership affects individual, group, and organizational effectiveness. D. The best leaders are not just transformational. E. The first step of transformational leadership is inspirational motivation. Answer is B

Kevin manages a group of eight project engineers, all of whom have worked for the company for over five years. Almost every day, Kevin and Joe, Carlos, and Kim, who are three of his subordinates, go to the cafeteria and play bridge while eating lunch. Joe, Carlos, and Kim receive very good performance reviews and are typically given the most challenging projects. What theory best explains this situation?

A. Transformational leadership B. LMX C. Transactional leadership D. House's path-goal theory E. Laissez-faire leadership Answer is B

________ theory is based on the idea that people have beliefs about how leaders should behave and what they should do for their followers.

A. Transformational leadership B. Transactional leadership C. Implicit leadership D. Explicit leadership E. Servant leadership Answer is C

Which of the following statements about developmental networks is false?

A. Weak ties very frequently lead to job opportunities. B. A developer's willingness to provide assistance depends partly on the protégé's ability and potential. C. Proficiency at using social networking tools can help develop networks. D. Once formed, relationships will remain strong without further care. E. The number and quality of an individual's relationships influences his or her career success. Answer is D

Which of the following is not a driver or cause of organizational culture?

A. Work attitudes and behaviors B. Leaders' behaviors C. Organizational vision D. Industry environment E. National culture Answer is A

Which of the following statements about leadership effectiveness is false?

A. You do not need to have a formal position of authority to be a leader. B. Researchers have estimated that 50 percent of all managers around the world are incompetent or ineffective. C. Leadership effectiveness is partly a function of situational factors. D. Demographic characteristics such as gender have no effect on leadership behaviors. E. Individual differences significantly impact leadership effectiveness. Answer is D

A group becomes a team when:

A. a clear leader is identified. B. the group reaches the norming stage of group development. C. accountability shifts from strictly individual to both individual and collective. D. maintenance roles dominate task roles. E. the group completes its task. Answer is C

If a person attributes outcomes to luck or fate, that person is likely to have:

A. an optimistic personality. B. a proactive personality. C. a high level of extraversion. D. an external locus of control. E. high emotional stability. Answer is D

The process by which a person learns the values, norms, and required behaviors which permit her or him to participate as a member of the organization is known as:

A. anticipatory socialization. B. organizational socialization. C. mentoring. D. a realistic job preview. E. coaching. Answer is B

The phases of organizational socialization are:

A. anticipatory, encounter, and change and acquisition. B. flexibility and stability. C. orientation, mentoring, and coaching. D. individual, variable, and investiture. E. identity, commitment, stability, and sense-making. Answer is A

The roles of initiator, orienter, and energizer are particularly important to groups because they:

A. are interpersonally oriented. B. are goal-oriented. C. keep the group operating together. D. allow for effective record-keeping. E. provide a way for leadership to emerge. Answer is B

In a practical sense, the best size for a team is:

A. between two and twenty-five members. B. five or fewer people. C. determined by the task to be performed. D. as large as possible. E. unknown; research has not studied this. Answer is C

An organization where management has largely succeeded in breaking down barriers between internal levels, job functions and departments, as well as reducing external barriers between the organization and those with whom it does business is known as a(n):

A. boundaryless organization. B. learning organization. C. matrix structure. D. clan culture. E. divisional structure. Answer is A

XYZ Inc. brings together specialists from production, marketing, and finance from around the world, and gives each such team the power to make its own decisions. This implies that the firm is creating a(n) _____ team.

A. centralized B. cross-functional C. authoritarian D. dependent E. parallel Answer is B

Amy has recently joined a new research institute. She had initially thought that her job would entail a lot of field work, which would allow her to gain some practical experience, but her manager just gives her a lot of paperwork instead. She is also learning to adjust to the strict dress code that the company enforces on all of its employees. Amy is in the _________ stage of the socialization process.

A. change and acquisition B. anticipatory socialization C. adaptive D. modification E. encounter Answer is E

Deliberate plans that outline exactly what the team is to do, such as goal setting and defining roles, are called:

A. charters. B. team performance strategies. C. team adaptations. D. strategic plans. E. agendas. Answer is B

A(n) _______ culture encourages collaboration, trust, and mutual support among employees.

A. clan B. market C. hierarchy D. adhocracy E. hybrid Answer is A

A(n) _______ culture exhibits a strong desire to deliver results and accomplish goals.

A. clan B. market C. hierarchy D. adhocracy E. hybrid Answer is B

A(n) _________ culture develops reliable internal processes, extensive measurement, and a variety of control mechanisms.

A. clan B. market C. hierarchy D. adhocracy E. hybrid Answer is C

Narrow spans of control are most likely in companies with a(n):

A. clan culture. B. market culture. C. hierarchical culture. D. adhocracy culture. E. network structure. Answer is C

A person in the orienter role will:

A. clarify pertinent values. B. keep the group headed toward its stated goals. C. prod the group to move along. D. pull together ideas and suggestions. E. suggest new goals or ideas. Answer is B

A person in the coordinator role will:

A. clarify pertinent values. B. keep the group headed toward its stated goals. C. prod the group to move along. D. pull together ideas and suggestions. E. suggest new goals or ideas. Answer is D

A person in the initiator role will:

A. clarify pertinent values. B. keep the group headed toward its stated goals. C. prod the group to move along. D. pull together ideas and suggestions. E. suggest new goals or ideas. Answer is E

To derive effective solutions in short time spans with limited information, leaders primarily need:

A. cognitive abilities. B. emotional intelligence. C. interpersonal skills. D. strategic skills. E. business skills. Answer is A

As individuals move up in the organization, they increasingly need:

A. cognitive abilities. B. interpersonal skills. C. only business skills. D. only strategic skills. E. both business and strategic skills. Answer is E

A mental representation of the traits and behaviors that people believe are possessed by leaders is known as a(n):

A. cognitive map. B. leadership prototype. C. path-goal schema. D. situational construct. E. follower construct. Answer is B

Trust of disclosure is:

A. communication trust. B. contractual trust. C. organizational trust. D. expertise trust. E. competency trust. Answer is A

An organization that proactively creates, acquires, and transfers knowledge and that changes its behavior on the basis of that knowledge is called a(n):

A. complex organization. B. closed organization. C. learning organization. D. information organization. E. network organization. Answer is C

The _________ framework provides a practical way for managers to understand, measure, and change organizational culture.

A. constructive validity B. cultural values C. culture validity D. competing values E. company values Answer is D

When organizations divide the work in pursuing the common goal among groups and individuals performing separate but related tasks, this is called:

A. coordination of effort. B. the chain of command. C. the hierarchy of authority. D. division of labor. E. aligned goals. Answer is D

When an organization's strategic goals cascade down through the organization so the employees work together in pursuit of common ends, this is called:

A. coordination of effort. B. the chain of command. C. the hierarchy of authority. D. division of labor. E. aligned goals. Answer is E

When organizations use the chain of command to make sure the right people do the right things at the right time, this is called:

A. coordination of effort. B. the span of control. C. the hierarchy of authority. D. division of labor. E. aligned goals. Answer is C

Groups of workers who are given administrative oversight for their task domains are called:

A. cross-functional teams. B. high performance teams. C. virtual teams. D. informal teams. E. self-managed teams. Answer is E

Passive leadership is also known as:

A. defensive leadership. B. transactional leadership. C. laissez-faire leadership. D. neutral leadership. E. non-leadership. Answer is C

The type of follower who is most compliant with leadership is the

A. diplomat. B. partisan. C. counselor. D. helper. E. rebel. Answer is D

In XYZ Aerospace, project engineers report both to a project manager for the particular work they are performing as well as the manager of engineering. This is a ________ organization.

A. divisional B. hollow C. matrix D. functional E. horizontal Answer is C

When organizations need stronger horizontal alignment or cooperation in order to meet their goals, a ________ structure is appropriate.

A. divisional B. hollow C. matrix D. functional E. horizontal Answer is C

When they need stronger horizontal alignment or cooperation to meet goals, functionally designed organizations should adopt a ________ structure.

A. divisional B. hollow C. matrix D. functional E. horizontal Answer is C

The organization structure that is best for small companies is:

A. divisional. B. hollow. C. matrix. D. functional. E. horizontal. Answer is D

The type of structure that groups people according to the type of work they perform is called:

A. divisional. B. matrix. C. functional. D. horizontal. E. open. Answer is C

Adhocracy cultures:

A. empower employees to take risks. B. drive toward productivity, profit, and customer satisfaction. C. have been shown to be generally ineffective. D. devote considerable resources to hiring and developing employees. E. assess effectiveness with measures of efficiency, timeliness, quality, safety, and reliability. Answer is A

Market cultures:

Clan organizations:

Organizations with hierarchical cultures:

The primary purpose of ________ behaviors is to ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or organization.

A. empowerment B. task-oriented C. relationship-oriented D. passive E. transformational Answer is B

The explicitly stated values and norms that are preferred by an organization are known as its:

A. enacted values. B. espoused values. C. competing values. D. corporate values. E. strategic values. Answer is B

A person who prods the group to move along or to accomplish more has taken on the role of:

A. energizer. B. evaluator. C. elaborator. D. initiator. E. recorder. Answer is A

A(n) _________ developmental network is associated with high developmental relationship diversity and high developmental relationship strength.

A. entrepreneurial B. opportunistic C. traditional D. mentoring E. receptive Answer is A

A(n) _________ developmental network is associated with high developmental relationship diversity and low developmental relationship strength.

A. entrepreneurial B. opportunistic C. traditional D. mentoring E. receptive Answer is B

A(n) __________ developmental network is associated with having weak ties with multiple developers from different social systems.

A. entrepreneurial B. opportunistic C. traditional D. mentoring E. receptive Answer is B

A(n) _________ developmental network is associated with low developmental relationship diversity and high developmental relationship strength.

A. entrepreneurial B. opportunistic C. traditional D. mentoring E. receptive Answer is C

A(n) _________ developmental network is associated with low developmental relationship diversity and low developmental relationship strength.

A. entrepreneurial B. opportunistic C. traditional D. mentoring E. receptive Answer is E

A(n) _________ developmental network is composed of a few weak ties from one social system such as an employer or professional association.

A. entrepreneurial B. opportunistic C. traditional D. mentoring E. receptive Answer is E

ABC Company has divided its employees into departments of manufacturing, marketing, and finance. The company is said to have a(n) _____ structure.

A. entrepreneurial B. project C. hollow D. modular E. functional Answer is E

A person who clarifies key issues for a group has taken on the role of:

A. evaluator. B. initiator. C. information seeker/giver. D. elaborator. E. orienter. Answer is C

Teams with high levels of ______ and ______ deal with task conflict better than those without these characteristics.

A. extraversion; need for power B. need for power; agreeableness C. openness; emotional stability D. need for affiliation; openness E. need for achievement; extraversion Answer is C

A person who mediates conflict through reconciliation or humor has taken on the ________ role.

A. follower B. gatekeeper C. commentator D. harmonizer E. compromiser Answer is D

A small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable are a(n):

A. formal group. B. informal group. C. mature group. D. team. E. virtual team. Answer is D

Teams are task groups that have matured to the _____ stage.

A. forming B. storming C. norming D. performing E. adjourning Answer is D

The stages of the group development process, in order, are:

A. forming, norming, storming, performing, adjourning. B. forming, conforming, storming, performing, adjourning. C. forming, storming, norming, performing, adjourning. D. forming, performing, storming, norming, adjourning. E. forming, storming, performing, norming, adjourning. Answer is C

The first stage of the group development process is:

A. forming. B. storming. C. norming. D. performing. E. conforming. Answer is A

A person in the encourager role will:

A. foster group solidarity by accepting and praising various points of view. B. encourage all group members to participate. C. serve as a passive audience. D. mediate conflict through reconciliation or humor. E. evaluate the quality of group processes. Answer is A

A person in the gatekeeper role will:

A person in the standard setter role will:

Johnson & Co. has divided its employees according to the locations of the customers that they tend to. Thus, it has teams that cater to the urban areas, semi-urban areas, and so on. Johnson & Co. is said to have a ________ structure.

A. functional B. hollow C. modular D. virtual E. divisional Answer is E

A person who records and talks about group dynamics and processes has taken on the role of:

A. gatekeeper. B. standard setter. C. encourager. D. commentator. E. harmonizer. Answer is D

A _____ is a set of expected behaviors for members of the group as a whole.

A. group role B. group norm C. task role D. maintenance role E. group competency Answer is A

According to research, the most effective teams are those with:

A. high extraversion. B. high introversion. C. high agreeableness. D. high need for power. E. similar levels of conscientiousness and mixed extraversion Answer is E

"I feel I am a person of worth, as good as other people" is a statement reflecting:

A. high self-efficacy. B. low core self-evaluation. C. high emotional intelligence. D. high self-identification. E. high self-esteem. Answer is E

A _________ structure is designed around a central core of key functions and outsources other functions to other companies or individuals who can do them cheaper or faster.

A. hollow B. modular C. matrix D. horizontal E. virtual Answer is A

A ________ structure outsources parts of the product, which it later assembles.

A. hollow B. modular C. matrix D. horizontal E. virtual Answer is B

A _________ structure is one whose members are geographically apart and works by information technology, but appears to customers as a single, unified organization with a real physical location

A. hollow B. modular C. matrix D. horizontal E. virtual Answer is E

The organization structure that is best for situations where the nature of product modules and design interfaces can be specified is:

A. hollow. B. modular. C. matrix. D. horizontal. E. virtual. Answer is B

Al starts work at a law firm. For the first three weeks that he's there he is in constant contact with other new hires, all of whom wear lanyards distinguishing them from more tenured employees. Al and the other newcomers are put through a training session that introduces them to the values and policies of the firm, and clarifies the specific tasks that they would be performing. Al's socialization is ________ in nature.

A. informal B. random C. collective D. divestiture E. serial Answer is C

In a learning organization, the _________ subprocess leads to shared understanding among individuals and groups.

A. information acquisition B. information interpretation C. knowledge integration D. organizational memory E. information distribution Answer is C

In a learning organization, the ________ subprocess includes encoding, storing, and retrieving lessons learned from the organization's history.

A. information acquisition B. information interpretation C. knowledge integration D. organizational memory E. information distribution Answer is D

In the ___________ subprocess, a learning organization shares information among its people, groups, or organizational units.

A. information acquisition B. information interpretation C. knowledge integration D. organizational memory E. information distribution Answer is E

The creation of something new that makes money and finds a pathway to the consumer is known as:

A. innovation. B. invention. C. creativity. D. integration. E. inspiration. Answer is A

When a leader says to subordinates, in essence, "Let me provide tangible support to help you reach your goals," he or she is engaging in

A. inspirational motivation. B. idealized influence. C. individualized consideration. D. intellectual stimulation. E. charismatic behavior. Answer is C

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:

A. inspirational motivation. B. idealized influence. C. individualized consideration. D. intellectual stimulation. E. charismatic behavior. Answer is D

When a leader is trying to instill pride, respect, and trust within employees, he or she is engaging in:

A. inspirational motivation. B. idealized influence. C. individualized consideration. D. intellectual stimulation. E. laissez-faire leadership. Answer is B

"Let me share a vision that transcends us to a greater good" is a statement that reflects:

A. inspirational motivation. B. idealized influence. C. individualized consideration. D. intellectual stimulation. E. transactional leadership. Answer is A

In an in-group exchange, a leader is attempting to:

A. inspire followers. B. create trust and mutual obligation. C. initiate structure. D. perform service to others. E. create more formality in expectations and rewards. Answer is B

In an out-group exchange, a leader is attempting to:

A. inspire followers. B. create trust and mutual obligation. C. initiate structure. D. perform service to others. E. create more formality in expectations and rewards. Answer is E

In empowering employees, to lead for competence, managers should:

A. inspire subordinates. B. delegate important tasks. C. support and coach employees. D. monitor and reward employees. E. help employees identify their passions at work. Answer is C

In empowering employees, to lead for progress, managers should:

A. inspire subordinates. B. delegate important tasks. C. support and coach employees. D. monitor and reward employees. E. help employees identify their passions at work. Answer is D

In empowering employees, to lead for meaningfulness, managers need to:

A. inspire subordinates. B. delegate important tasks. C. support and coach employees. D. monitor and reward employees. E. provide training and mentoring. Answer is A

In empowering employees, to lead for self-determination or choice, managers should:

A. inspire subordinates. B. delegate important tasks. C. support and coach employees. D. monitor and reward employees. E. provide training and mentoring. Answer is B

When a leader is resolving disputes and facilitating communication among subordinates, he or she is engaging in ________ behaviors.

A. interaction-facilitation B. supportive C. value-based D. achievement-oriented E. path-goal clarifying Answer is A

When a leader is planning, scheduling, organizing, and coordinating work, he or she is engaging in ________ behaviors

A. interaction-facilitation B. supportive C. work-facilitation D. achievement-oriented E. path-goal clarifying Answer is C

The two dimensions of the competing values framework are:

A. internal-external and group-individual. B. internal-external and anticipatory-retrospective. C. internal-external and stable-flexible. D. group-individual and stable-flexible. E. group-individual and anticipatory-developmental. Answer is C

Organizations with clan cultures are described as:

A. internally focused and valuing flexibility. B. externally focused and valuing flexibility. C. internally focused and valuing stability and control. D. externally focused and valuing stability and control. E. a balance of internal and external focus and valuing flexibility Answer is A

Organizations with adhocracy cultures are described as:

A. internally focused and valuing flexibility. B. externally focused and valuing flexibility. C. internally focused and valuing stability and control. D. externally focused and valuing stability and control. E. both internally and externally focused and valuing flexibility. Answer is B

Organizations with hierarchical cultures are described as:

A. internally focused and valuing flexibility. B. externally focused and valuing flexibility. C. internally focused and valuing stability and control. D. externally focused and valuing stability and control. E. both internally and externally focused and valuing flexibility. Answer is C

Organizations with market cultures are described as:

A. internally focused and valuing flexibility. B. externally focused and valuing flexibility. C. internally focused and valuing stability and control. D. externally focused and valuing stability and control. E. both internally and externally focused and valuing flexibility. Answer is D

Teams that work together over time and distance via electronic media to combine efforts and achieve common goals are called:

A. internet teams. B. intranet teams. C. virtual teams. D. cross-functional teams. E. self-managing teams. Answer is C

In a study of executives from 300 companies, the most desirable soft skill named was:

A. interpersonal skills. B. social skills. C. managerial skills. D. teamwork. E. functional knowledge of business. Answer is D

Leaders increase psychological empowerment by engaging in behaviors that enhance perceptions of:

A. intrinsic and extrinsic motivation. B. meaningfulness, self-determination, competence, and impact. C. hope, efficacy, resilience, and optimism. D. pride, joy, and achievement. E. leader-member relations, task structure, and leader position power. Answer is B

The leadership theory that is based on the assumption that leaders develop unique one-to-one relationships with each of the people reporting to them is:

A. leader-member exchange. B. servant leadership. C. transformational. D. transactional. E. house's path-goal. Answer is A

In Fiedler's model, ________ refers to the extent that a leader has the support, loyalty, and trust of the work group.

A. leader-member relations B. LMX C. laissez-faire D. relationship-motivation E. consideration Answer is A

Fiedler's model uses the _________ scale to measure a person's leadership style.

A. least preferred coworker B. least preferred boss C. conscientiousness D. extraversion E. contingency Answer is A

Recent research shows that in early stages of team development, teams perform better when members have a high:

A. level of extraversion. B. tolerance for uncertainty. C. internal locus of control. D. level of agreeableness. E. level of introversion. Answer is B

An open system approach to organization:

A. likens organizations to a human body. B. characterizes organizations as a well-oiled machine. C. was supplanted by the closed systems approach in the 1950s. D. treats an organization's boundaries as impermeable. E. assumes that rigorous planning and control will eliminate uncertainty. Answer is B

Samantha, a member of a team you are assigned to for a management class, has often been late getting her work to the team, and when it arrives it is often of poor quality. Samantha is likely to be displaying her ________.

A. low agreeableness B. high extraversion C. low conscientiousness D. low emotional stability E. low proactivity Answer is C

One of the "pros" of horizontal organizations is:

A. lower cost of entry. B. improved responsiveness to customers. C. sharing of equipment and expertise. D. clear roles and responsibilities. E. lines or formal authority along two dimensions. Answer is B

The use of manipulation, a cynical view of human nature, and a moral code that puts results over principles is known as:

A. machiavellianism. B. narcissism. C. psychopathy. D. ethnocentrism. E. laissez-faire syndrome. Answer is A

A lack of concern for others, impulsive behavior, and a lack of remorse or guilt when one's actions harm others is known as:

A. machiavellianism. B. narcissism. C. psychopathy. D. ethnocentrism. E. laissez-faire syndrome. Answer is C

A person who has a self-centered perspective, feelings of superiority, and a drive for personal power and glory is known as:

A. machiavellianism. B. narcissistic. C. having psychopathy. D. ethnocentric. E. having the laissez-faire syndrome. Answer is B

In a self-managed team:

A. management retains the planning, scheduling, and monitoring activities, but allows teams to staff themselves. B. leadership is centralized. C. there is no accountability. D. managers are entirely absent from team processes. E. leadership responsibilities often shift as members step up. Answer is E

One of the "pros" of _________ organizations is a lower cost of entry and overhead.

A. matrix B. functional C. hollow D. learning E. divisional Answer is C

One of the "cons" of _________ organizations is coordination and communication across "silos."

A. matrix B. functional C. hollow D. learning E. modular Answer is B

The __________ stage of organizational socialization is learning that occurs prior to joining the organization.

A. mentoring B. anticipatory C. encounter D. change and acquisition E. networking Answer is B

In the _________ phase of organizational socialization, employees' values, skills and attitudes start to shift as the new recruit discovers what the organization is truly like.

A. mentoring B. anticipatory C. encounter D. change and acquisition E. networking Answer is C

In the _________ phase of organizational socialization, employees master important tasks and roles and adjust to their work group's values and norms.

A. mentoring B. anticipatory socialization C. encounter D. change and acquisition E. networking Answer is D

The ability to solve everyday problems by utilizing knowledge gained from experience in order to purposefully adapt to, shape, and select environments is called:

A. multiple intelligence. B. cognitive intelligence. C. practical intelligence. D. spatial intelligence. E. bodily-kinesthetic intelligence. Answer is C

A ______ is a set of expected behaviors for member of the group as a whole.

A. norm B. individual role C. task role D. maintenance role E. group role Answer is E

The process of forming and maintaining intensive and lasting developmental relationships between a variety of developers and a junior person is known as:

A. onboarding B. realistic job preview C. mentoring D. networking E. socialization Answer is C

A program to help new recruits integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics and by clarifying work-role expectations and responsibilities is known as a(n):

A. onboarding program. B. realistic job preview. C. mentoring program. D. sponsorship program. E. developmental network Answer is A

A(n) _________ is said to be a self-sufficient entity.

A. organic structure B. learning organization C. closed system D. divisional structure E. modular structure Answer is C

The set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments is called:

A. organizational climate. B. organizational culture. C. organizational strategy. D. strategic vision. E. strategic values. Answer is B

The functions of organizational culture are:

A. organizational identity, collective commitment, social system stability, and sense-making. B. clan, market, adhocracy, hierarchy. C. stability, flexibility, internal, and external. D. anticipatory, encounter, and acquisition. inboarding and outboarding. Answer is A

An artifact is:

A. part of the organization's structure. B. a type of group process. C. an organizational value that has become taken for granted. D. an explicitly stated value preferred by the organization. E. a physical manifestation of an organization's culture. Answer is E

Formal groups perform two basic functions: __________ and __________.

A. personal; interpersonal B. organizational; individual C. task; maintenance D. roles; norms E. forming; adjourning Answer is B

The size of a group is limited by:

A. physical space. B. the potential for mutual interaction and awareness. C. geographic distance. D. internet capabilities. E. psychological distance Answer is B

In Fiedler's model, ________ refers to the extent that a job has guidelines for how the job should be completed

A. position power B. task structure C. work group dynamics D. initiating structure E. LPC Answer is B

At ABC Inc., each employee is required to evaluate himself or herself as part of preparation to meet with his or her manager for the annual employee performance review. As part of this, Daneesha prepared a thoughtful and comprehensive list of her strengths and weaknesses. Daneesha was displaying her:

A. proactive personality. B. self-awareness. C. self-management. D. agreeableness. E. extraversion. Answer is B

Sarah and Bill were recently hired at the local manufacturing plant. Before being hired, they were interviewed by the team members with whom they were going to work. The team contained members from various areas of the manufacturing process. As part of the training process, Sarah and Bill met the other team members a number of times, and learned how to perform several administrative tasks, including scheduling work assignments for the team. Sarah and Bill's new team is an example of a _____.

A. project team B. advice team C. virtual team D. self-managed team E. centralized team Answer is D

Tammy participates actively in the weekly team meetings, but when it comes to doing her work, she tends to do it her own way, often disregarding company policies and her boss's wishes. Tammy is probably a(n):

A. rebel. B. diplomat. C. partisan. D. independent. E. helper. Answer is A

Joaquin is usually the first one to volunteer at the weekly team meetings to take on additional tasks like taking notes for the meeting. Joaquin would probably be categorized as a(n):

A. rebel. B. diplomat. C. partisan. D. independent. E. helper. Answer is E

The approach to assessing organizational effectiveness that relates to inputs rather than outputs is the _________ approach.

A. resource acquisition B. goal accomplishment C. organizational culture D. strategic constituencies satisfaction E. internal processes Answer is A

The approach to assessing organizational effectiveness that often forces managers to do strategic juggling to achieve workable balances is the __________ approach.

A. resource acquisition B. goal accomplishment C. organizational culture D. strategic constituencies satisfaction E. internal processes Answer is D

The oldest and most widely used effectiveness criterion for organizations is the _________ approach.

A. resource acquisition B. goal accomplishment C. organizational culture D. strategic constitutencies satisfaction E. internal processes Answer is B

The approach to assessing organizational effectiveness that focuses on what the organization must excel at is:

A. resource acquisition. B. goal accomplishment. C. organizational culture. D. strategic constituencies satisfaction. E. internal processes. Answer is E

The number of people reporting directly to a given manager is known as:

A. span of control. B. span of authority. C. chain of command. D. unity of command. E. unity of control. Answer is A

A horizontal approach to organizational design tends to focus on:

A. specific customers. B. work processes. C. functional expertise. D. efficiency over effectiveness. E. use of information technology. Answer is B

The function of culture that helps employees understand why the organization does what it does and how it intends to accomplish its long-term goals is called:

A. strategic management. B. sense-making. C. competing values. D. social system stability. E. organizational socialization. Answer is B

A document that describes how a team will operate is called a:

A. strategic plan. B. agenda. C. charter. D. contract. E. norm. Answer is C

Managers should consider certain key factors when making decisions about how best to design an organization. These are:

A. strategy and goals; culture; climate; and human resources. B. strategy and goals; technology; size; and culture. C. culture; climate; human resources; and leadership. D. size; technology; and environmental change. E. strategy and goals; size; technology; and human resources. Answer is E

The levels of organizational culture are:

A. strategy, mission, and values. B. external environment and internal environment. C. observable artifacts, espoused values, and basic underlying assumptions. D. espoused values and enacted values. E. identity, commitment, and stability. Answer is C

Financial performance (growth in profit and growth in revenue) is ________ related to the adhocracy organizational culture.

A. strongly B. moderately C. weakly D. not E.this is unknown because research has not studied this issue Answer is C

According to Fiedler's theory, a high-control situation favors a __________ leader.

A. task-motivated B. relationship-motivated C. charismatic D. consultative E. laissez-faire Answer is A

According to Fiedler's theory, a low-control situation favors a __________ leader.

A. task-motivated B. relationship-motivated C. charismatic D. consultative E. laissez-faire Answer is A

The category of organizational design that relies on leveraging technology and structural flexibility to maximize potential value through outsourcing and external collaboration is:

A. traditional. B. open. C. horizontal. D. functional. E. divisional. Answer is B

The category of organizational design that was/is able to achieve great economies of scale by specializing the application of labor to specific and standardized functions is the:

A. traditional. B. open. C. horizontal. D. organic. E. closed. Answer is A

The __________ approach attempts to identify the unique ways of acting displayed by effective leaders.

A. trait B. behavior styles C. leader prototypes D. situational E. transformational leadership Answer is B

Leader behavior that organizes and defines what group members should be doing to maximize output is called:

A. transactional leadership. B. transformational leadership. C. consideration. D. empowerment. E. initiating structure Answer is E

Contractual trust is:

A. trust of character. B. trust of disclosure. C. trust of capability. D. trust of expertise. E. trust of justice. Answer is A

Communication trust is:

A. trust of character. B. trust of disclosure. C. trust of capability. D. trust of expertise. E. trust of justice. Answer is B

Competence trust is:

A. trust of character. B. trust of disclosure. C. trust of capability. D. trust of expertise. E. trust of justice. Answer is C

The idea that organizations tend to be more effective when they are structured to fit the demands of the situation is known as the:

A. virtual organization. B. contingency approach. C. closed systems theory. D. mechanistic approach. E. cultural fit process. Answer is B

An organization chart is a graphic representation showing the formal and informal authority in an organization.

False

An organization's financial performance, measured in growth in profit and growth in revenue, is strongly related to organizational culture.

False

As groups move from forming into storming and then norming, the dependence of members on each other increases but team effectiveness decreases.

False

Assigning a particular person to fill the role of critic is known as angel's advocacy.

False

Attitudes are a category of relatively fixed individual differences.

False

Core innovations are targeted at creating new markets or customers.

False

Decentralized decision making occurs when important decisions are made by working-level employees.

False

Division of labor is achieved through the implementation of cross-functional and self-managed teams.

False

Dotted lines on organization charts indicate formal relationships.

False

During "norming," members tend to be anxious and uncertain.

False

Effective leader behaviors can be identified, but cannot be developed after childhood and adolescence.

False

Effective leadership is influenced by four types of leadership behavior: task-oriented, relationship-oriented, group-oriented, and organizationally oriented.

False

Effective teams typically have more than 10 members.

False

Emotional intelligence has been shown by research to have a large, positive, and significant association with leadership effectiveness.

False

Empowering leadership focuses on increased service to others rather than to oneself.

False

Extraversion is positively related to leader effectiveness, but agreeableness is not.

False

Fiedler's contingency model and expectancy theory are two situational theories of leadership.

False

Formal groups in organizations fulfill organizational functions but not individual functions.

False

Groups usually underperform the average of their individual members.

False

Hierarchical structures are less likely to embed an orientation toward control and authority than a flatter organization.

False

House's path-goal theory focuses primarily on a leader's charisma.

False

Idealized influence by a leader entails behaviors associated with giving support, encouragement, empowerment, and coaching to employees.

False

If a person is a third-party observer of a conflict, the correct approach for him or her to eliminate the conflict is to take sides.

False

In Fiedler's model, both high-control and low-control situations call for relationship-motivated leadership.

False

In House's path-goal model, the only leader behaviors are task-motivated and relationship-motivated.

False

In a vertical structure, workgroups are created to improve collaboration and work on common products

False

In an organization, coordination of effort is achieved through the unity of command principle.

False

In initiating structure, a leader focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance

False

In the adjourning stage, group members re-commit to their dependence on the other group members.

False

In the change and acquisition phase of organizational socialization, the newcomer's values, skills, and attitudes start to shift as the new recruit discovers what the organization is truly like.

False

In the norming stage of group development, members are attempting to figure out what their roles are.

False

Information acquisition is about the processes used to share information within the organization.

False

Initiating structure and transformational leadership are both task-oriented leader behaviors.

False

Intelligence cannot be modified or altered.

False

It is clear from research that personal friendship helps organizational productivity.

False

It is important for managers to increase the gaps between espoused and enacted values because they can significantly and positively influence employee attitudes and organizational performance.

False

Leader-member exchange theory focuses on the quality of the behaviors and traits of leaders.

False

Leader-member relations reflect the extent to which the leader has formal power over his or her subordinates.

False

Leaders increase psychological empowerment by enhancing employees' perceptions of meaningfulness, self-determination, motivation, and fairness.

False

Leadership effectiveness is defined as gaining commitment with influence attempts.

False

Leadership is the same thing as managing.

False

Machiavellianism entails the use of manipulation, and is positively related to leadership effectiveness.

False

Maintenance roles are not important to group effectiveness, but task roles are essential.

False

Managers are not encouraged to nurture self-efficacy in subordinates, because doing so raises subordinates' expectations about their importance to the organization.

False

Managers can have great impact on fixed individual differences.

False

Managers should use the goal accomplishment approach to measuring effectiveness when organizational performance is strongly influenced by specific processes.

False

Matrix structures are preferred by many organizations because of their ease of application.

False

Mechanistic organizations are rigid bureaucracies with strict rules, narrowly defined tasks, and top-down communication, and generally have a horizontal or hollow structure.

False

Men were seen as displaying both more task and social leadership than women

False

Narcissism is characterized as a lack of concern for others, impulsive behavior, and a lack of remorse or guilt when one's actions harm others.

False

Norms only emerge on their own in group situations; they are not consciously formed.

False

Not everyone who exerts influence over others in pursuit of organizationally relevant matters is a leader.

False

One of the important characteristics of organizational culture is that it affects the organization's outcomes at the group/team and organizational levels; however, it does not affect outcomes at the individual level.

False

Open boundary structures depend on managers' ability to get results from people through the use of direct authority.

False

Open structures have arisen to take advantage of industrialization and mass production.

False

Organizational citizenship is defined as the process by which a person learns the values, norms, and required behaviors which permit him or her to participate as a member of the organization.

False

Organizational climate is defined as the set of shared, taken-for-granted, implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments.

False

Organizational culture is not statistically related to any measures of organizational effectiveness.

False

Organizational culture operates on four levels: individual, group, organizational, and environmental

False

Over time, the wage gap between the layers of an organization chart has become smaller.

False

People with low emotional stability handle pressure better.

False

Programs that help employees to integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics are called realistic job previews

False

Research has clearly indicated that self-managed teams perform better than traditional work groups.

False

Research has shown that despite the assumption many managers make, proactivity is unrelated to work performance.

False

Research has shown that innovation is positively related to hierarchical cultures.

False

Research indicates that organic organizations are always superior to mechanistic ones.

False

Roles are basically the same thing as the duties in a job description.

False

Self-esteem is a broad personality trait composed of self-efficacy, locus of control, and emotional stability.

False

Servant leadership is the same thing as laissez-faire leadership.

False

Social responsibility is a company's ability to make a profit without sacrificing the resources of its people, the community, and the planet.

False

Social system stability reflects the extent to which the work environment is resistant to change.

False

Specifically, teams with members who are very similar in terms of conscientiousness, but highly different in terms of extraversion, performed best.

False

Staff personnel generally have the authority to make decisions for line units.

False

Strategic skills are the most important to managers at middle levels of the organization.

False

Teams composed of specialists from different areas are called self-managed teams.

False

Teams composed of specialists from different areas are called virtual teams.

False

The 3 Cs of effective teams include charters and strategies, composition, and conscientiousness.

False

The 3 Cs of team players are committed, collaborative, and communicative.

False

The Culture Value Framework provides a practical way for managers to understand, measure, and change organizational culture.

False

The best style of leadership has been demonstrated by research to be a high-initiating structure, high consideration style

False

The creation of something new that makes money is the definition of creativity.

False

The dimension of effectiveness that focuses on "what the organization must excel at" is the strategic constituencies satisfaction approach.

False

The four key issues that managers should consider when making decisions about how best to design an organization are: strategy, technology, size, and leadership.

False

The hierarchy culture is externally focused, which produces a more formalized and structured work environment, and values stability and control over flexibility.

False

The idea that people have beliefs about how leaders should behave and what they should do for their followers is called explicit leadership theory.

False

The lack of face-to-face contact actually helps virtual teams to establish strong cohesion.

False

The number of people reporting directly to a given manager is known as the chain of command.

False

The obliging style of conflict handling involves low concern for self and low concern for others.

False

The organization's official communication network is not visible in the organization chart.

False

The performing stage is characterized by a climate of open communications.

False

The physical manifestations of an organization's culture are called its symbols.

False

The quality of an LMX is influenced by the quality of the followers, not of the leader himself or herself.

False

The stages of group development, in order, are forming, norming, storming, performing, and adjourning.

False

The steps of organizational learning are, in order, information acquisition, information distribution, information interpretation, organizational memory, and knowledge integration.

False

The strategic contingencies' satisfaction approach to organizational assessment relates to inputs rather than outputs.

False

The task roles of initiator, orienter, and energizer are especially important in groups because they are goal-directed roles.

False

The three phases of organizational socialization are anticipatory, encounter, and retrospective.

False

The two general functions of mentoring are coaching and delegation.

False

The two general functions of mentoring are internal and external.

False

The two leadership styles in Fiedler's model are transactional and transformational.

False

The two types of roles that are very important to effective group functioning are forming and storming.

False

The variety of people within his or her network that an individual uses for developmental purposes is called the network's strength.

False

There is only one way to assess an organization's effectiveness: goal accomplishment.

False

To become a team, a group must be composed of members with similar skills and personalities.

False

Today, the optimal span of control is considered to be 7 to 10 people.

False

Today, we consider that the three main categories of organizational design are functional, divisional, and matrix.

False

When implementing cultural change through the use of organizational activities, processes, or outcomes, a leader is operating at the level of espoused values.

False

When implementing culture change, a manager should use a laissez-faire approach.

False

A closed system is said to be a self-sufficient entity.

True

A developmental network that is low in terms of its diversity, and high in terms of its strength, is classified as traditional

True

A distributive negotiation usually involves a single issue in which one person gains at the expense of another.

True

A functional structure can save money by grouping together people who need similar materials and equipment.

True

A group role is a set of expected behaviors for members of the group as a whole.

True

A group that gets together because of a common interest is an informal group.

True

A hollow structure is also known as a network structure.

True

A key variable in Fiedler's model is situational control, which is composed of leader-member relations, task structure, and the leader's position power.

True

A leadership prototype is a mental representation of the traits and behaviors that people believe are possessed by leaders

True

A learning organization proactively creates, acquires, and transfers knowledge.

True

A matrix structure combines functional and divisional chains of command to form a grid with two command structures.

True

A matrix structure violates the unity of command principle.

True

A modular structure assembles parts, components, or modules provided by external contractors.

True

A situation with poor leader-member relations, low task structure, and weak position power would be considered to be a low-control situation.

True

According to Fiedler, a leader's style doesn't change; therefore, if there is a mismatch between a situation and the leader who is in place, it is best to move that leader to another position.

True

According to House's path-goal theory, employees with an internal locus of control are likely to prefer participative or achievement-oriented leadership.

True

According to House's path-goal theory, when the task structure is high, employees work on routine and simple tasks; for this type of situation, supportive leadership is most useful.

True

According to research, organizational commitment is lower in market cultures than in clan cultures.

True

According to research, quality of products and services is about equal in clan, adhocracy, and market cultures.

True

According to research, subjective innovation is highest in market cultures, of all the culture types.

True

According to the contingency approach to organization design, organizations tend to be more effective when they are structured to fit the demands of the situation.

True

Although research and practitioners support the logic of situational leadership, the practical application of such theories has not been clearly developed

True

An individual should foster a broad developmental network because the number and quality of contacts will influence his or her career success.

True

An open system depends on constant interaction with its environment for survival.

True

An organization can have the best vision and strategy in the world, but it won't be able to execute them unless its culture is aligned with its strategy.

True

An organization is a system of consciously coordinated activities or forces of two or more persons.

True

An organization's subsystems include its goals and values, technical, psychosocial, structural, and managerial.

True

Anyone who exerts influence over others in pursuit of organizationally relevant matters is a leader

True

Artifacts are easier to change than the less visible aspects of organizational culture.

True

Artifacts include an organization's acronyms, manner of dress, and myths and stories told about the organization.

True

Basic underlying assumptions are organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavior.

True

Conflict occurs when one party perceives that its interests are being opposed or negatively affected by another party.

True

Consideration involves leader behavior associated with creating mutual respect or trust and focuses on a concern for group members' needs and desires.

True

Control is the strategic thrust with a hierarchy culture.

True

Decentralized organizations are more adaptable than centralized.

True

Demographic traits such as gender and age influence an individual's use of leader behaviors.

True

Different types of organizational cultures represent opposing core values.

True

Dominic's boss at the Chuck Wagon restaurant expects that he will stay late to clean up the bar areas on Friday and Saturday nights. However, Dominic needs to be home to take over babysitting from his wife, who works a night shift. This is a work-family conflict.

True

During "forming," members tend to be anxious and uncertain.

True

Dysfunctional conflict threatens an organization's interests.

True

Effective leadership is influenced not only by leadership behavior, but also task-oriented traits and interpersonal attributes.

True

Effective onboarding programs result in increased retention, productivity, and rates of task completion for new hires.

True

Enacted values represent the values that employees ascribe to an organization based on their observations of what occurs on a daily basis.

True

Encourager is a maintenance role in groups.

True

Groups routinely outperform individuals, particularly in quantitative tasks.

True

Groups share norms and have goals.

True

Harmonizer is a maintenance role in groups.

True

Hierarchical cultures have been found to have both negative and positive effects.

True

High group cohesiveness can actually work against a team.

True

Horizontal designs attempt to dissolve departmental boundaries and reporting relationships as much as possible.

True

House's path-goal theory focuses on the match between employee characteristics, environmental factors, and leader behaviors.

True

In a horizontal structure, workgroups are created to improve collaboration and work on common products.

True

In a true team, leadership must be shared.

True

Increasing the autonomy of a person's job is one effective way to increase that person's self-efficacy.

True

Innovation emerges incrementally, in bits and pieces, forged by multiple people working interactively.

True

Innovation is positively related to the level of skill and abilities of the people involved as well as their self-efficacy for innovation.

True

Inspirational motivation involves establishing an attractive vision, the use of emotional arguments, and exhibition of optimism and enthusiasm.

True

Inspirational motivation on the part of a leader leads to increased self-efficacy by individuals and groups.

True

Intelligence and conscientiousness are positively related to leader effectiveness.

True

LMX relationships are based on the leader's attempt to delegate and assign work roles, which results in the creation of in-group and out-group dyads.

True

Laissez-faire leadership represents a general failure to take responsibility for leading.

True

Leader behavior is more important than leader traits when it comes to effectiveness.

True

Leaders are the architects and developers of organizational culture.

True

Leaders need cognitive abilities to derive effective solutions in short time spans with limited information.

True

Leadership can be assessed at the individual, group, or organization levels.

True

Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.

True

Meta-analysis is a statistical procedure that computes an average relationship between two variables.

True

More and more organizations use socialization tactics to reinforce a culture that promotes ethical behavior.

True

Narrow spans of control create "taller" organizations.

True

Negative emotions are said to be goal incongruent

True

Norms have a significant effect on group behavior.

True

One cause of the increase in intelligence observed in developed countries is better nutrition.

True

One characteristic of a group is the potential for mutual interaction.

True

One effective use of virtual teams is in brainstorming ideas or solutions to problems.

True

One function of a formal group is to generate new or creative ideas or solutions.

True

One of the advantages of virtual structures is reduced costs.

True

One of the employee characteristics in House's path-goal model is locus of control.

True

One of the employee characteristics in House's path-goal model is need for achievement.

True

One of the important functions of organizational culture is to facilitate collective commitment.

True

One of the important functions of organizational culture is to help members make sense of their surroundings.

True

One of the possible causes of incivility in the workplace is autocratic leadership.

True

One of the seeds of innovation is hard work in a specific direction.

True

Organic organizations are flexible networks of multitalented individuals who perform a variety of tasks.

True

Organization design includes the organization's human resource practices.

True

Organizational culture provides employees with an organizational identity.

True

Organizational cultures can drive employee attitudes, performance, and organizational effectiveness, thereby leading to competitive advantage.

True

Organizational cultures that are adaptive and flexible are more likely to create environments that foster the opportunity for transformational leadership to be exhibited.

True

Organizations tend to have one type of culture that is more dominant than the others.

True

Organizations that have a strong external focus and value stability and control have a market culture.

True

Organizations with the most effective teams typically use hybrid rewards that reward and recognize both individual and team performance.

True

Part of the meaning of "conscious coordination" in the definition of an organization is the idea that an organization's goals are aligned by means of a strategic plan that cascades down through the levels of the organization.

True

People program themselves for success or failure by enacting their self-efficacy expectations.

True

People with an external locus of control generally earn lower salaries than those with an internal locus of control.

True

Psychological empowerment reflects employees' belief that they have control over their work.

True

Research has shown that laissez-faire leadership has a greater negative impact on employees' perceptions of leadership effectiveness than do the positive contributions from positive leadership traits.

True

Research has shown that men and women are equally assertive.

True

Research has shown that the use of uncooperative styles (dominating and avoiding) actually increases conflict.

True

Research in industrial-organizational psychology concluded that the typical personality test is not a valid predictor of job performance.

True

Research indicates that leadership prototypes have recently been changing to emphasize more feminine traits and styles that emphasize empowerment, fairness, compassion, and supportiveness.

True

Revenue per employee and total output produced divided by number of employees are examples of measures of goal accomplishment.

True

Rites and rituals are the planned and unplanned activities and ceremonies that are used to celebrate important events or accomplishments in the organization

True

Situational theories of leadership propose that the effectiveness of a particular leader style depends on the situation.

True

Social loafing is the tendency of individual effort to decline as group size increases.

True

Team capacity refers to a team's adaptability, that is, its ability to meet changing demands and to effectively transition members in and out.

True

Teams are task groups that have matured to the performing stage.

True

Teamwork competencies include constructively interacting with other team members and expecting quality work from others on the team.

True

Teamwork competencies include keeping the team on track and expecting quality work.

True

The 3 Cs of effective teams include charters and strategies, composition, and capacity.

True

The CVF depicts organizational cultures along two dimensions: internal/external; and flexibility/discretion and stability/control.

True

The best leaders are not just transformational; they rely on other task-oriented and relationship-oriented behaviors.

True

The combination of stable physical, behavioral, and mental characteristics that give individuals their unique identities is known as personality.

True

The evaluation of a leader's effectiveness depends in part on who the evaluator is and what the evaluator wants.

True

The four key issues that managers should consider when making decisions about how best to design an organization are: strategy, technology, size, and human resources.

True

The horizontal approach to organizational design tends to focus on work processes.

True

The idea of "deliberate practice" is that it takes 10,000 hours of practice to become really good at something.

True

The idea of organization design is that organizations are more effective or successful when their structure supports the execution of corporate strategies.

True

The internal/external dimension of the CVF refers to whether the organization focuses its attentions and efforts on internal dynamics and employees, or outward on its external environment.

True

The levels at which organizational culture operates differ from each other in terms of outward visibility and resistance to change.

True

The members of the management faculty in the business school go out at the end of the semester to a local restaurant for dinner and socializing. They are both a formal and informal group.

True

The organization's chain of command is visible in the organization chart.

True

The organization's division of labor is visible in the organization chart.

True

The potential to learn and use spoken and written languages is known as linguistic intelligence.

True

The resource acquisition approach to organizational assessment relates to inputs rather than outputs.

True

The skill level of employees and the organizational culture are factors that should be considered in determining spans of control.

True

To develop his or her relationship management skills, a person should:

A. learn how to build teams. B. recognize customer needs. C. read his or her own emotions. D. see the upside in events. E. sense others' emotions. Answer is A

Petra made a large mistake on a report she submitted to her boss, and it ended up costing the company a significant amount of money. When asked why this had occurred, she blamed one of her co-workers for giving her erroneous information for the report. Petra is expressing:

A. low agreeableness. B. an external locus of control. C. organizational citizenship behavior. D. counterproductive work behavior. E. low emotional stability Answer is B

Halim, one of your employees, always seems to be "taking it easy," often ignores problems that arise, and rarely takes action on his own. It is likely that Halim is:

A. low on practical intelligence. B. an introvert. C. not a proactive personality. D. emotionally unstable. E. highly agreeable. Answer is C

Halfway through the semester, Samuel quit doing assignments for and going to his advanced accounting class. He attributes this to his poor performance on the first two tests, as well as his lack of talent for accounting; he feels he will do much better as a management major. Samuel is likely to be experiencing:

A. low self-esteem. B. low emotional stability. C. an external locus of control. D. low self-efficacy for accounting. E. low emotional intelligence. Answer is D

Keyshawn is a player on a professional football team. Because of this, his play every week is scrutinized by fans and media, as well as his own coaches. Sometimes, their comments are very negative and even personal. Keyshawn will handle this better if he has a high level of _________ intelligence.

A. naturalist B. bodily-kinesthetic C. spatial D. interpersonal E. intrapersonal Answer is E

Jonathan speaks four languages fluently. He is likely to have a high level of _______ intelligence.

A. naturalist B. linguistic C. multiple D. emotional E. interpersonal Answer is B

Josephine scored very high on the Scholastic Aptitude Test (SAT) on all three parts. She is likely to possess high ________ intelligence.

A. naturalist B. practical C. logical-mathematical D. musical E. bodily-kinesthetic Answer is C

Performance on tests like the Scholastic Aptitude Test and the Graduate Management Admissions Test is likely to be most closely related to:

A. naturalist intelligence. B. interpersonal intelligence. C. intrapersonal intelligence. D. spatial intelligence. E. logical-mathematical intelligence Answer is E

Regarding using personality testing as part of the hiring process, experts have concluded that:

A. only the Big Five should be used as predictors of job performance. B. the typical personality test is not a valid predictor of job performance. C. there are many valid instruments available to managers to test for personality types. D. the effects of personality on job performance are so large it cannot be ignored by managers. E. there is not enough evidence to draw any conclusions about personality testing. Answer is B

People who are dependable, responsible, and achievement-oriented are likely to score high on:

A. openness to experience. B. introversion. C. conscientiousness. D. internal locus of control. E. agreeableness. Answer is C

The ability to monitor one's own and others' feelings and emotions, to discriminate among them, and to use this information to guide one's thinking and actions is called

A. proactivity. B. emotional stability. C. emotional intelligence. D. CSE E. self-efficacy. Answer is C

Roberto is a manager at XYZ Corporation. Every day, he eats lunch in the company cafeteria so he can learn the latest news and rumors. He is exhibiting his:

A. relationship management. B. self-awareness. C. self-disclosure. D. extraversion. E. social awareness. Answer is E

Personal competence is composed of:

A. self-awareness and self-management. B. emotional stability and self-management. C. self-awareness and social awareness. D. relationship management and self-management. E. emotional stability and self-awareness. Answer is A

The part of CSE that can best be enhanced because it is most flexible is:

A. self-esteem. B. self-efficacy. C. locus of control. D. emotional stability. E. intelligence. Answer is B

Star athletes are likely to be high in:

A. spatial intelligence. B. linguistic intelligence. C. bodily-kinesthetic intelligence. D. naturalist intelligence. E. musical intelligence. Answer is C

The potential to learn and use spoken and written languages is:

A. spatial intelligence. B. naturalist intelligence. C. intrapersonal intelligence. D. bodily-kinesthetic intelligence. E. linguistic intelligence. Answer is E

Which of the following does a person have the most control over?

A. Intelligence B. Behavior C. Emotions D. CSEs E. Emotional intelligence Answer is B

_____ represent(s) an individual's capacity for constructive thinking, reasoning, and problem solving.

A. Intelligence B. Emotion C. Attitudes D. Self-esteem E. Self-efficacy Answer is A

____________ is associated with entrepreneurialism.

A. Introversion B. Spatial intelligence C. Openness to experience D. Proactivity E. Emotional stability Answer is D

________ are complex, relatively brief responses aimed at a particular target.

A. Moods B. Emotions C. Personalities D. Attitudes E. CSEs Answer is B

Which of the following is the least fixed of a person's individual differences?

A. Attitudes B. Intelligence C. Cognitive abilities D. Self-esteem E. Emotions Answer is E

Which of the following are CSEs not related to?

A. Better adjustment to international assignments B. Organizational citizenship behaviors C. Life satisfaction D. Reduced conflict E. Higher levels of experienced stress Answer is E

__________ is a person's belief about his or her chances of successfully completing a task.

A. Core self-evaluation B. Self-efficacy C. Self-esteem D. Self-expectation E. Self-expectancy Answer is B

Which of the following is not one of the basic dimensions of the Big Five personality dimensions?

A. Emotional intelligence B. Extraversion C. Openness to experience D. Conscientiousness E. Agreeableness Answer is B

Core self-evaluations represent a broad personality trait comprised of all but one of the following. Which one?

A. Emotional stability B. Generalized self-efficacy C. Locus of control D. Proactivity E. Self-esteem Answer is D

Which of the following statements about emotions is false?

A. Emotions change psychological and/or physiological states. B. Felt emotions are always displayed. C. Emotions motivate behavior. D. Positive emotions result from goal achievement. E. Emotions may occur from past or possible future events. Answer is B

___________ is associated with success for managers and salespeople.

A. Extraversion B. Introversion C. Agreeableness D. Emotional stability E. Openness to experience Answer is A

Managers should attempt to raise subordinates' self-efficacy by all but one of the following. Which one?

A. Guided experiences, mentoring, and role modeling B. Creating routine jobs that are boring but easy to perform C. Giving positive feedback D. Matching goal difficulty to each employee's self-efficacy E. Providing self-management training Answer is B

Which of the following is not a property of deliberate practice?

A. Highly demanding mentally B. Isn't much fun C. Can be repeated a lot D. Provides little or no feedback E. Designed to improve performance Answer is D

Which of the following statements about self-efficacy is true?

A. Self-efficacy is the same as self-esteem. B. A person with high self-efficacy is likely to work less hard than a person with low self-efficacy because he or she is already confident of good results. C. Self-efficacy can be developed. D. The biggest predictor of a person's self-efficacy is his or her emotional state. E. Self-efficacy is not related to prior experience Answer is C

_________ is your general belief about your own self-worth.

A. Self-esteem B. Self-efficacy C. Self-expectancy D. Core self-evaluation E. Self-expectation Answer is A

Proactivity has been shown to be related to all but one of the following. Which one?

A. Social networking B. Intelligence C. Performance D. Satisfaction E. Affective organizational commitment Answer is B

Giovanni says, "I can run a mile in under 5 minutes." He is expressing:

A. a high self-efficacy. B. high self-esteem. C. a high self-expectation. D. his CSE. E. an external locus of control. Answer is A

Someone who is relatively unconstrained by situational forces and who effects environmental change is described as:

A. an extravert. B. a proactive personality. C. conscientious and emotionally stable. D. emotionally intelligent. E. having an external locus of control. Answer is B

It makes sense for managers and organizations to hire people based on their:

A. attitudes. B. emotions. C. cognitive abilities. D. self-esteem. E. locus of control. Answer is C

Bill, who has an internal locus of control, failed his last history test. He is apt to respond to this grade by:

A. claiming the test was poorly constructed. B. complaining to the dean of the college. C. despairing of ever passing the course. D. blaming the instructor for inadequately preparing him for the test. E. admitting that he hadn't studied hard enough to prepare himself. Answer is E

People who are high on openness to experience are likely to demonstrate:

A. cooperation and softheartedness. B. lack of worry. C. an outgoing and sociable orientation. D. curiosity and broad-mindedness. E. achievement orientation. Answer is D

To develop his or her self-awareness, a person should:

A. display honesty and integrity. B. know his or her own strengths and limits. C. be ready to seize opportunities. D. keep up with organizational politics. E. wield a range of tactics for persuasion. Answer is B

Together, social awareness and relationship management constitute

A. emotional intelligence. B. social competence. C. personal competence. D. emotional stability. E. relationship competence. Answer is B

People who are outgoing, talkative, sociable, and assertive are likely to score high on:

A. emotional stability. B. agreeableness. C. extraversion. D. openness to experience. E. conscientiousness. Answer is C

People who are relaxed, secure, and unworried are likely to score high on

A. emotional stability. B. introversion. C. conscientiousness. D. internal locus of control. E. agreeableness. Answer is A

Klaus works in a very stressful job, but maintains his "cool" even in the worst times. He is likely to score high on ________.

A. extraversion B. agreeableness C. conscientiousness D. emotional stability E. openness to experience Answer is D

The personality trait with the strongest positive relationship with job performance is

A. extraversion. B. emotional stability. C. proactivity. D. agreeableness. E. conscientiousness. Answer is E

The distinction between flexible and fixed individual differences

A. has no practical value for managers. B. is that managers have little or no impact on fixed differences. C. is that managers have little or no impact on flexible differences. D. is that managers should hire people based on their attitudes and emotions. E. is that managers have little or no impact on any individual differences. Answer is B

People with an internal locus of control:

A. have lower work motivation. B. earn lower salaries. C. tend to be more anxious. D. derive less job satisfaction from performance. E. have stronger expectations that effort leads to performance. Answer is E

People with __________ see themselves as masters of their own fate.

A. high emotional stability B. an internal locus of control C. an external locus of control D. high introversion E. high extraversion Answer is B

Marisa is office manager in a small company. Her employees find that they can often come late to work and leave early, and Marisa will cover their work for them. Marisa is likely to score:

A. high on extraversion. B. high on agreeableness. C. low on conscientiousness. D. low on emotional stability. E. low on openness to experience. Answer is B

In hiring new employees, the best thing a manager could do is

A. hire based on who has high self-esteem. B. hire based on who has an internal locus of control. C. hire based on who has high emotional stability. D. hire based on high self-efficacy. E. hire based on using CSE as one broad personality characteristic Answer is E

The relationship between self-esteem and life satisfaction is significantly stronger:

A. in men than in women. B. in individualistic cultures than in collectivist cultures. C. in older people rather than younger. D. in women than in men. E. in the United States than in any other nation. Answer is B

The combination of stable physical, behavioral, and mental characteristics that gives individuals their unique identity is known as:

A. intelligence. B. personality. C. their value profile. D. self-efficacy. E. self-esteem. Answer is B

The potential to understand and regulate oneself is known as:

A. interpersonal intelligence. B. kinesthetic intelligence. C. intrapersonal intelligence. D. naturalist intelligence. E. linguistic intelligence. Answer is C

Mike hosts a talk radio program that discusses political issues. He often receives emails and tweets that are very critical of his positions. However, these messages don't bother him. It is likely that he is high on _______ intelligence

A. intrapersonal B. naturalist C. practical D. linguistic E. multiple Answer is A

Complex, relatively brief responses aimed at a particular target are known as attitudes.

False

Emotional intelligence has been demonstrated by research to be strongly correlated with leadership and job performance.

False

Emotional intelligence is composed of two components: internal and external.

False

If you have a high self-efficacy belief, you are likely to work less hard in preparation for challenges because you are confident you can succeed.

False

Intelligence and mental ability are unrelated to work performance

False

Openness to experience refers to a person being trusting and good-natured.

False

Organizations should use selection based on attitudes and emotions to choose which employees to hire

False

Personality models are unique to the cultures in which they were developed

False

Persons with an internal locus of control believe their performance is a product of circumstances beyond their immediate control.

False

Self-efficacy beliefs are surface convictions supported by the most recent experiences a person has gone through.

False

Self-efficacy is your general belief about your own self-worth.

False

The Big Five personality dimensions include emotional stability and Type A behavior.

False

The ability to monitor one's own and others' feelings, to discriminate among them, and to use this information to guide one's thinking and actions is known as emotional stability.

False

The ability to solve everyday problems by utilizing knowledge gained from experience to purposefully adapt to, shape, and select environments is known as emotional intelligence.

False

The potential to recognize and use patterns is known as linguistic intelligence.

False

To help an employee with low self-efficacy, a manager should set very challenging goals.

False

A proactive personality is someone who is relatively unconstrained by situational forces and who affects environmental change

True

A recent study by the Aberdeen Group found that most companies use some form of pre- or post-hiring personality testing.

True

As emotional stability reaches very high levels, organizational citizenship behaviors decline.

True

CSEs are related to reduced conflict and lower stress

True

Core self-evaluations are related to increased job performance, job satisfaction, and motivation.

True

Gardner's work suggested that individuals actually demonstrate eight forms of intelligence

True

Individual differences such as personality influence an individual's work outcomes.

True

Intelligence and mental abilities are relatively stable over time and across situations, and are difficult to change.

True

Proactive people are more likely to be entrepreneurial

True

Proactive people show initiative

True

The average intelligence among people in developed countries has risen over the past 70 years.

True

The model of self-efficacy contains a feedback loop that represents the effect of our successes or failures for future self-efficacy beliefs.

True

The most potent of the causes of our self-efficacy beliefs is our prior experience

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