MGT480 Exam 3

Which of the following common team dysfunctions results in people engaging in finger-pointing when things go wrong?

-Avoidance of accountability

Which of the following develop a map of stakeholder buy-in because they typically find that some people strongly support their goals and plans, whereas some oppose them?

-Coalitional leaders

Which of the following powers is categorized as soft power?

-Expert power

Charismatic leaders

-Leaders who have the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice

In terms of stakeholder buy-in, which of the following stakeholders defends the status quo?

-Resisters

The compromising style of handling conflict in a team reflects:

-a moderate amount of both assertiveness and cooperativeness.

expert power

-authority resulting from a leader's special knowledge or skill

The structural frame of leader reference lays emphasis on:

-planning, goal setting, and clarifying expectations.

Norming stage

-stage of team development in which conflicts have been resolved and team unity emerges.

Power

-the potential ability of one person to influence other people to bring about desired outcomes

Strategic management

-the set of decisions and actions used to formulate and implement specific strategies that will achieve a competitively superior fit between the organization and its environment so as to achieve organizational goals

discrimination

-treating people differently based on prejudicial attitudes and stereotypes

Which stage of personal diversity awareness includes people acknowledging behavioral differences and underlying differences in values?

-Acceptance

Femininity

-a preference for relationships, cooperation, group decision making, and quality of life

prejudice

-an adverse feeling or opinion formed without regard for the facts

reward power

-authority to bestow rewards on other people

coercive power

-authority to punish or recommend punishment

One of the four themes of a vision is:

-it should have broad appeal.

core competence

-something the organization does extremely well in comparison to competitors

Virtual teams:

-use technological communication as a primary means of connecting team members.

Adjourning stage

- stage of team development that occurs in committees and teams that have a limited task to perform, that emphasis is on wrapping up, gearing down, and signifying closure.

Which of the following scenarios is an example of discrimination?

-A manager denies promotion to a physically challenged employee believing that he would be incapable of performance.

Which of the following statements is true of a mission?

-A mission defines the enduring character—the spiritual DNA—of the organization.

Which of the following is an example of ethnocentrism?

-A person's assumption that other countries are culturally inferior to his country

Which of the following describes the ideal nature of a vision?

-A vision provides a challenge that requires people to give their best.

Clarks Corp. is a large-scale consumer goods company. The senior executives of the company want to create a vision for its latest brand. Which of the following points should be kept in mind by the leaders of the company?

-A vision should reflect high ideals.

Identify the correct statement regarding a vision.

-A vision typically begins with the leader.

Which of the following scenarios is an example of the glass ceiling?

-A woman fails to advance despite successfully completing several projects, whereas male coworkers with less experience are rapidly promoted.

Which of the following styles of handling conflict in a team works best when maintaining harmony is especially important?

-Accommodating style

Which of the following exemplifies reward leader power?

-As a project manager, Elizabeth is given the power to offer pay increases to team members when they accomplish tasks and exceed expectations.

Which type of leader develops positive relationships, both within and outside the organization, and spends time learning others' views and building mutually beneficial alliances?

-Coalitional leaders

Which stage of personal diversity awareness includes people perceiving a threat against their comfortable world view?

-Defense

Which stage of team development is characterized by orientation and breaking the ice?

-Forming stage

Employee affinity groups

-Groups based on social identity that focus on concerns of employees from specific groups and enable them to make greater contributions to the organization

Which of the following is a leadership quality that means each follower is treated as a separate entity but all are treated equitably?

-Individual consideration

According to Hofstede's social values system, which of the following reflects a value for a loosely knit social framework in which people are expected to take care of themselves?

-Individualism

Which of the following leadership traits is traditionally associated with white, American-born males?

-Individualism

Which of the following is a leadership quality that is derived from the leader who appeals emotionally and symbolically to employees' desire to do a good job and help achieve organizational goals?

-Inspirational motivation

Which of the following statements is true of transformational leadership?

-It involves inspiring followers to go beyond their own self-interests for the good of the group.

Which of the following best describes coercive leader power?

-It is the power a leader possesses to punish or control punishments.

Which of the following best describes legitimate power?

-It is the power granted from a formal position in an organization.

Which of the following statements is true of a vision?

-It offers a future that is better in important ways than what now exists.

Which of the following steps is used by leaders to develop effective strategy?

-Leaders actively listen to people both inside and outside the organization.

According to Hofstede's social values system, which of the following means that people have a high tolerance for the unstructured, the unclear, and the unpredictable?

-Low uncertainty avoidance

Ellen leads a team of six members. As a leader, she is focuses on her team members' social and emotional needs. Conflict has been resolved and the team is working well together. This stage is short and passes quickly to the next stage. Which stage identifies the current status of Ellen's team?

-Norming stage

Which of the following is a characteristic of personalized leaders?

-Self-aggrandizing

Which of the following frames is a leader frame of reference that lays emphasis on vision, culture, values, and inspirations of an organization?

-Symbolic frame

The managers of Silicon Inc. are creating an effective vision. Which of the following will the managers do?

-The managers will give employees a clear picture of where the organization wants to be in the future.

Which of the following statements is true of employee affinity groups?

-They decrease social isolation for minorities.

Which of the following is a characteristic of Machiavellian-style leaders?

-They don't mind being feared.

Which of the following statements is true of cross-departmental teams?

-They facilitate information sharing across functional boundaries.

Which of the following should leaders do to think strategically and navigate uncertainty?

-They have to get buy-in among employees and other stakeholders who may have different views and interests.

Identify the characteristic of noncharismatic leaders.

-They use available means to achieve goals within the framework of the existing order.

Instead of strictly controlling people, which type of leader strives to bring out the best in followers?

-Transformational leaders

Which of the following is a principle for asserting leader influence?

-Using rational persuasion

The leaders of Wright Corp. are creating a vision for their organization. Which of the following aspects should be considered important by leaders?

-Vision should link the present to the future.

Why does some evidence show that men may become less influential in the U.S. workforce, with women becoming dominant players?

-Women's approach is more attuned to the needs and values of a multicultural environment.

human resource frame

-a leader frame of reference that defines problems and issues in interpersonal terms and looks for ways to adjust the organization to meet human needs

symbolic frame

-a leader frame of reference that perceives the organization as a system of shared meaning and focuses on shared vision, culture, and values to influence others

structural frame

-a leader frame of reference that places emphasis on planning, setting goals, and clarifying expectations as a way to provide order, efficiency, and stability

political frame

-a leader frame of reference that views the organization as an arena of conflict or tension over the allocation of scarce resources

interactive leadership

-a leadership style in which people develop personal relationships with followers, share power and information, empower employees, and strive to enhance others' feelings of self- worth

frame

-a perspective from which a leader views the world; influences how the leader interacts with followers, makes decisions, and exercises power

Collectivism

-a preference for a tightly knit social framework in which people look out for one another and organizations protect their members' interests

Masculinity

-a preference for achievement, heroism, assertiveness, work centrality, and material success

Self-reference

-a principle stating that each element in a system will serve the goals of the whole system when the elements are imprinted with an understanding of the whole

stereotype

-a rigid, exaggerated, irrational, and typically negative belief or image associated with a particular group of people

The general plan of action that describes resource allocation and other activities for dealing with the environment and helping the organization attain its goals is:

-a strategy.

transactional leadership

-a transaction or exchange process between leaders and followers

Individualism

-a value for a loosely knit social framework in which individuals are expected to take care of themselves

Workforce diversity

-a workforce made up of people with different human qualities or who belong to various cultural groups

Politics

-activities to acquire, develop, and use power and other resources to obtain desired future outcomes when there is uncertainty or disagreement about choices

Commitment

-adopting the leader's viewpoint and enthusiastically carrying out instructions

vision

-an attractive, ideal future that is credible yet not readily attainable

glass ceiling

-an invisible barrier that separates women and minorities from top leadership positions

People who adopt a socioemotional role in a team:

-are warm and receptive to others' ideas

Referent power

-authority based on personality characteristics that command followers' attention, respect, and admiration so that they want to emulate the leader

Legitimate power

-authority granted from a formal position

The collaborating style of conflict handling in a team reflects:

-both a high degree of assertiveness and cooperativeness.

diversity

-differences among people in terms of age, ethnicity, gender, race, or other dimensions

Ryan Inc. rewards and recognizes employees who use innovative techniques to execute tasks. It inspires the workforce to create new products and services that are different from competitors' products and services. This implies that the organization is based on the noble purpose of:

-discovery

Curzon International is a hospitality chain that has a wide range of hotels and motels. The company provides luxurious and outstanding service to its customers. The amenities given by the company are highly expensive; hence, it holds a very small share in the hospitality industry. The managers are not ready to forgo their dedication to providing great service to increase their market share. This shows that the company is based on the noble purpose of:

-excellence.

Compliance

-following the directions of the person with power, regardless of how much agreement there is with that person's directions

Max is a team leader who finds that his team members fear conflict. Due to this dysfunction in the team, the members:

-go along with others for the sake of harmony.

power distance

-how much people accept equality in power; high power distance reflects an acceptance of power inequality among institutions, organizations, and individuals; low power distance means people expect equality in power

Patrick has been a team leader for four months. He finds that the team's productivity has declined over this time. To improve the team, he adopts the role of a task specialist. This means that he:

-initiates ideas.

Strategy formulation

-integrating knowledge of the environment, vision, and mission with the core competence in such a way as to attain synergy and create customer value

Cross-Departmental Teams

-is made up of members from different departments within the organization.

Transformational leadership

-leadership characterized by the ability to bring about significant change in followers and the organization

Coalitional leadership

-leadership that involves developing allies and building a coalition of people who support the leader's goals and can help influence others to implement the leader's decisions and achieve the goals

A functional team is:

-made up of a supervisor and subordinates following a formal chain of command.

According to Hofstede's social values system, which of the following reflects a preference for achievement, heroism, assertiveness, work centrality, and material success?

-masculinity

Strategy execution

-putting strategy into action by adjusting various parts of the organization and directing resources to accomplish strategic goals

Nathan has a dominating style of handling conflicts, which is appropriate when:

-quick, decisive action is vital on important issues

Hugh is part of a team that selects its own team members and does its own scheduling and training. He and his team members have access to information and resources needed to perform a complete task and they are empowered with decision-making authority to take over duties. Hugh is part of a:

-self-directed team

Storming Stage

-stage of team development in which individual personalities and conflicts emerge.

Performing stage

-stage of team development in which the major emphasis is on accomplishing the teams goals.

Forming Stage

-stage of team development that includes orientation and getting acquainted

Timothy believes that all Mexicans are uptight and cold, and he refuses to listen to or accept any evidence that contradicts his belief. This scenario illustrates:

-stereotyping.

Sponsorship

-strong support from a powerfully positioned executive who is willing to put his or her reputation on the line to promote an individual's career advancement

Archer Inc., an event management company, wants to buy Blossom Inc., a sound and light company. Blossom Inc. installs specialist audio visual systems and stage lighting for events organized by Archer Inc. This implies that Archer Inc. is working toward gaining:

-synergy

Nonprofit organizations create visions to:

-tell people where the organization wants to go.

Strategic leadership

-the ability to anticipate and envision the future, maintain flexibility, think strategically, and initiate changes that will create a competitive advantage for the organization in the future

Cultural intelligence

-the ability to use reasoning and observation to interpret unfamiliar situations and devise appropriate behavioral responses

Resistance

-the act of disobeying orders or deliberately avoiding carrying out instructions

ethnocentrism

-the belief that one's own culture and subculture are inherently superior to other cultures

Value

-the combination of benefits received and costs paid by the customer

uncertainty avoidance

-the degree to which members of a society feel uncomfortable with uncertainty and ambiguity and thus support beliefs and behaviors that promise certainty and conformity

Influence

-the effect a person's actions have on the attitudes, values, beliefs, or actions of others

Strategy

-the general plan of action that describes resource allocation and other activities for dealing with the environment and helping the organization attain its goals

Hannah and Henry joined Diamond Corp. at the same time and at the same level. Hannah is intelligent and works harder than Henry. However, after the appraisal meeting, Henry was promoted to an executive position while Hannah's efforts went unrecognized. The given scenario exemplifies:

-the glass ceiling.

Synergy

-the interaction of organizational parts to produce a joint effect that is greater than the sum of the parts

mission

-the organization's core broad purpose and reason for existence

In the adjourning stage of team development, the team:

-wraps up and gears down.

How teams develop;

1 forming, 2 storming, 3 norming, 4 performing, and 5 adjourning.