MNGT exam 2

Which of the following leadership styles is recommended by the situational leadership theory when the employees have low competencies and low commitment levels? a) Directing behavior b) Coaching behavior c) Supporting behavior d) Delegating behavior e) Participative behavior

Coaching behavior

Which of the following big five personality traits is related to being organized, systematic, punctual, achievement-oriented and punctual? a) Openness to experience b) Conscientiousness c) Extraversion d) Agreeableness e) Neuroticism

Conscientiousness

Programmed decisions are unique and important require conscious thinking, information gathering, and careful consideration of alternatives.

False, nonprogrammed decisions

According to the situational leadership theory, when employees are at the earliest stages of developing, the leaders should be highly supportive and less directive.

False, when the leader or manager of an organization must adjust his style to fit the development level of the followers he is trying to influence.

Cultures that emerge within different departments, branches, or geographic locations are called countercultures.

False; subculture

_____ refers to the tendency of decision makers to be influenced by the way that a situation or problem is presented. For example, when making a purchase, customers find it easier to let go of a discount as opposed to accepting a surcharge, even though they both might cost the person the same amount of money. a) Overconfidence bias b) Anchoring c) Framing bias d) Escalation of commitment e) Hindsight bias

Framing bias

_____ refers to the tendency to avoid critical evaluation of ideas the group favors. a) Illusion of invulnerability b) Social loafing c) Collective rationalization d) Groupthink e) Illusions of unanimity

Groupthink

_____ refers to the tendency of some members to put forth less effort while working within a group. a) Collective rationalization b) Social loafing c) Illusions of unanimity d) Groupthink e) Illusion of invulnerability

Social loafing

According to the path-goal theory of leadership, supportive leadership is predicted to be effective when employees are under a lot of stress or when they are performing boring and repetitive jobs.

True

According to the rational decision-making model, when making a decision, you should make sure that you establish your decision criteria before you search for all alternatives.

True

Functional structures tend to be effective when an organization does not have a large number of products and services requiring special attention.

True

In team-oriented organizations, members tend to have more positive relationships with their coworkers and particularly with their managers.

True

Modular organization is a form of boundaryless organization in which all nonessential functions are outsourced.

True

According to situational leadership theory, the style that involves a high level of manager involvement and is used when employees are highly motivated but have limited skills is: a. directing b. coaching c. supporting d. Delegating

directing

_____ is the extent to which an organization's policies, procedures, job descriptions, and rules are written and explicitly articulated. a) Departmentalization b) Authorization c) Centralization d) Formalization e) Mechanization

formalization

After a surprising event occurs, many individuals are likely to think that they already knew this was going to happen. This represents the _____ bias. a) overconfidence b) confirmation c) hindsight d) framing e) self-serving

hindsight

In a creative decision making process, during the _____ step, the decision maker thinks about the problem consciously and gathers information. a) problem identification b) immersion c) incubation d) illumination e) verification

immersion

In a creative decision making process, during the _____ step, the individual sets the problem aside and does not think about it for a while. At this time, the brain is actually working on the problem unconsciously. a) problem identification b) immersion c) incubation d) illumination e) verification

incubation

The Dow Jones Sustainability Index looks at competence in five areas. Which of the following is NOT one of these five areas? a) Strategy b) Infrastructure c) Customer and product d) Governance and stakeholder e) Human

infrastructure

According to the path-goal theory of leadership, participative leadership a) provides specific directions to employees when they are experiencing role ambiguity on the job. b) is effective when employees are performing boring and repetitive jobs. c) is effective when employees have a high internal locus of control. d) is effective when employees know exactly how to perform their jobs but their jobs are unpleasant. e) works well when employees are under a lot of stress

is effective when employees have a high internal locus of control.

In a creative decision making process, during the illumination step the: a) need for problem solving becomes apparent. b) solution to the problem becomes apparent to the person, usually when it is least expected. c) decision maker thinks about the problem consciously and gathers information. d) individual sets the problem aside and does not think about it for a while. e) decision maker consciously verifies the feasibility of the solution and implements the decision.

solution to the problem becomes apparent to the person, usually when it is least expected.

Passive management by exception involves leaving employees to do their jobs without interference, but at the same time proactively predicting potential problems and preventing them from occurring.

False, Active management by exception

Employees often believe that centralized companies provide greater levels of procedural fairness to employees.

False, decentralized company

Which of the following theories measures a leader's style using a scale called Least Preferred Coworker (LPC) scale? a) Situational leadership theory b) Path-goal theory of leadership c) Leader-member exchange theory d) Fiedler's contingency theory e) Transformational Leadership Theory

Fiedler's contingency theory

According to the transformational leadership theory, which of the following tools is most likely to be used by a transactional leader? a) contingent rewards b) passive management by exception c) individualized consideration d) intellectual stimulation e) charisma

contingent rewards

The decisions that employees throughout the organization make each day to run the organization are called _____ decisions. a) strategic b) structural c) nonprogrammed d) tactical e) operational

operational

The Organizational Culture Profile (OCP) represents a culture with the help of seven dimensions. Which of the following is NOT one of those seven dimensions? a) Outcome oriented b) Collectivist c) Innovative d) Aggressive e) Stable

collectivist

Tactical decisions are decisions that employees throughout the organization make each day to run the organization.

False

Planning typically starts with a(n) _____. a) marketing strategy b) financial objective c) vision and a mission d) tactical strategy e) sales target

vision and a mission

Which of the following personality traits is most likely to be negatively related to emerging as a leader and being successful as a leader? a) Integrity b) Self-esteem c) Extraversion d) Agreeableness e) Conscientiousness

Agreeableness

Which of the following types of biases refers to the tendency for individuals to rely too heavily on arbitrary numbers, irrelevant traits, or facts when making decisions? a) Framing bias b) Cognitive dissonance c) Overconfidence bias d) Anchoring and adjustment bias e) Hindsight bias

Anchoring and adjustment bias

The tendency to rely too heavily on a single piece of information describes which of the following? a. Availability bias b. Overconfidence bias c. Anchoring bias d. Hindsight bias

Anchoring bias

The _____ model recognizes the limitations of our decision-making processes. According to this model, individuals knowingly limit their options to a manageable set and choose the best alternative without conducting an exhaustive search for alternatives. a) Intuitive decision-making model b) Creative decision-making model c) Rational decision-making model d) Statistical decision-making model e) Bounded rationality model

Bounded rationality model

Which of the following leadership styles is recommended by the situational leadership theory when the employees have high competencies and high commitment levels? a) Authoritative behavior b) Coaching behavior c) Delegating behavior d) Directing behavior e) Mentoring behavior

Delegating behavior

Which of the following is a decision making technique used by groups that uses written responses to a series of questionnaires instead of physically bringing individuals together to make a decision? a) Nominal group technique b) Bounded rationality model c) Focus group d) Brainstorming e) Delphi technique

Delphi technique

Employees tend to be more satisfied, but the effects on decision quality or employee productivity are weaker when leaders use which of the following decision-making style? a. Authoritarian b. Democratic c. Laissez-faire d. All of the above

Democratic

Which one of the following is not an element of an organizational structure? a. Centralization b. Departmentalization c. Diversification d. Formalization

Diversification

According to Blanchard and Hersey's situational leadership theory, what leadership styles to use depends on _______________. a. Task b. Organization c. Traits d. Employee development level

Employee development level

Directive leadership is thought to be most effective in which of the following situations? a. Employees have role clarity b. Employees experience ambiguity on the job c. Managing professional employees with job-specific knowledge d. Employees are performing boring, routine, and highly-structured job

Employees experience ambiguity on the job

_____ is sometimes called sunk costs fallacy. a) Framing bias b) Escalation of commitment c) Overconfidence bias d) Anchoring e) Hindsight bias

Escalation of commitment

According to the transformational leadership theory, transformational leaders ensure that employees demonstrate the right behaviors because the leader provides resources in exchange.

False

Companies that have innovative cultures are characterized by a tall hierarchy.

False

Fiedler's contingency theory predicts that in "favorable" and "unfavorable" situations, a high LPC leader is more likely to succeed than a low LPC leader.

False

Which of the following is one of the factors that are most important in the creation of an organization's culture? a) Structure of the organization b) New employee onboarding c) Reward system d) Industry demands e) Attraction-selection-attrition

Industry demands

The _____ model argues that, in a given situation, experts making decisions scan the environment for cues to recognize patterns. Once a pattern is recognized, they can play a potential course of action through to its outcome based on their prior experience. a) Intuitive decision-making model b) Creative decision-making model c) Rational decision-making model d) Statistical decision-making model e) Bounded rationality model

Intuitive decision-making model

Which of the following statements is true regarding a highly formalized organization? a) It has very few written rules and regulations. b) It is generally associated with increased job satisfaction. c) It makes employee behavior less predictable. d) It leads to increased innovativeness. e) It is generally associated with reduced motivation.

It is generally associated with reduced motivation.

Which of the following statements is true regarding active resistance? a) It involves being disturbed by changes without necessarily voicing these opinions. b) It involves going along with proposed changes with little enthusiasm. c) It is the most negative reaction to a proposed change attempt. d) Active resisters tend to look for a new job without necessarily bringing their concerns to the attention of decision makers. e) Active resisters actually encourage others around them to give support to the change effort.

It is the most negative reaction to a proposed change attempt.

Which of the following statements is true regarding decentralized organizations? a) In a decentralized company, many important decisions are made at higher levels of the hierarchy. b) As compared to centralized companies, decentralized companies give less authority to lower-level employees. c) As compared to employees in the centralized companies, employees in the decentralized companies are less likely to feel empowered. d) Employees often believe that centralized companies provide greater levels of procedural fairness to employees as compared to decentralized companies. e) Job candidates are more likely to be attracted to decentralized organizations than centralized organizations

Job candidates are more likely to be attracted to decentralized organizations than centralized organizations

The situational leadership theory was developed by _____. a) Robert House b) Kenneth Blanchard and Paul Hersey c) Frederick Fiedler d) Victor Vroom and Philip Yetton e) Abraham Maslow

Kenneth Blanchard and Paul Hersey

Which one of the following is true regarding Lewin's change model? a. Freeze - Change - Unfreeze b. Make sure employees are receptive to change c. Ensure employees that changes are only temporary d. The process ends with executing the change

Make sure employees are receptive to change

Organizational culture is related to the POLC function of: a. Planning b. Organizing c. Leading d. Controlling

Organizing

Which one of the following is not a trait that is correlated with leadership ability? a. Intelligence b. Self esteem c. Integrity d. Skill and ability

Skill and ability

_____ decisions are decisions that occur frequently enough to develop an automated response to them. a) Programmed b) Strategic c) Tactical d) Operational e) Structural

Programmed

Which of the following statements is true regarding programmed decisions? a) A crisis situation constitutes a programmed decision for companies. b) Programmed decisions are unique and require conscious thinking. c) Programmed decisions are made with the help of a decision rule. d) Routine tasks and habitual decisions are not considered as programmed decisions. e) Programmed decisions require information gathering, and careful consideration of alternatives.

Programmed decisions are made with the help of a decision rule.

Which of the following decision-making models is most likely to lead to 'analysis paralysis'? a) Intuitive decision-making model b) Creative decision-making model c) Rational decision-making model d) Statistical decision-making model e) Bounded rationality model

Rational decision-making model

A disadvantage of formalization in organization structure is: a. Decision making is at a faster pace b. Formalized structure is associated with increased motivation and job satisfaction c. Strategic decision making occurs often d. Reduced innovativeness occurs because employees are used to behaving in a certain manner

Reduced innovativeness occurs because employees are used to behaving in a certain manner

Which of the following statements is true regarding flat structures? a) Flat structures have several layers of management between frontline employees and the top level. b) In flat structures the number of employees reporting to each manager tends to be smaller. c) Research indicates that flat organizations provide greater need satisfaction for employees. d) As compared to tall structures, employees in flat structure experience lower levels of role ambiguity. e) As compared to tall structures, flat structures are better at satisfying security needs of employees.

Research indicates that flat organizations provide greater need satisfaction for employees.

Despite potential benefits, the disadvantages of a matrix structure include which of the following? a. Power struggles or turf wars among managers are lessened, taking away an important source of new ideas and innovation. b. Managers will spend less effort coordinating their work, believing that someone else can pick-up the slack. c. Role ambiguity or role conflict is very low d. There is potential for interpersonal conflict with team members as well as with leaders

There is potential for interpersonal conflict with team members as well as with leaders

Which of the following statements is true regarding task-oriented leader behaviors? a) Task-oriented leader behavior typically involves showing concern for employee feelings and treating employees with respect. b) When leaders demonstrate task-oriented behaviors, employees tend to be more satisfied and react more positively. c) When leaders are task-oriented, productivity tends to be a bit higher than when leaders are people-oriented. d) In large companies, task-oriented behaviors were found to be more effective than in small companies. e) There is also some evidence that working under a leader with very high levels of people-oriented behaviors may cause burnout on the part of employees.

When leaders are task-oriented, productivity tends to be a bit higher than when leaders are people-oriented.

With reference to the transformational leadership theory, _____ is a method used by a transactional leader and it involves leaving employees to do their jobs without interference, but at the same time proactively predicting potential problems and preventing them from occurring.] a) individualized consideration b) active management by exception c) intellectual stimulation d) contingent rewards e) passive management by exception

active management by exception

According to situational leadership theory, which one of the following approaches is recommended when employees are highly committed and have high competence? a. Directing b. Coaching c. Supporting d. delegating

delegating

Which of the following is one of the three stages included in Lewin's three-stage process of change? a) Sequencing b) Synergizing c) Collaborating d)Unfreezing e) Associating

unfreezing

The _____ model describes a series of steps that decision makers should consider if their goal is to maximize the quality of their outcomes. a) rational decision-making b) bounded rationality c) intuitive decision-making d) creative decision-making e) statistical decision-making

rational decision-making

In 1993, Lou Gerstner was brought in as CEO and chairman at IBM. After decades of dominating the market for mainframe computers, IBM was rapidly losing market share to competitors, and its efforts to sell personal computers were seriously undercut by cheaper "clones." Gerstner used the crisis IBM was facing as his ally in changing the organization's culture. Instead of spreading optimism about the company's future, he used the crisis at every opportunity to get buy-in from employees. In this example, which of the following ways of changing culture was used by Lou Gerstner? a) Changing the reward system b) Creating new symbols and stories c) Conducting training programs for employees d) Emphasizing role modeling e) Creating a sense of urgency on the part of employees

Creating a sense of urgency on the part of employees

Continental Airlines is a company that successfully changed its culture to be less bureaucratic and more team-oriented in 1990s. One of the first things management did to show employees that they really meant to abolish many of the company's detailed procedures and create a culture of empowerment was to burn the heavy 800-page company policy manual in their parking lot. In this example, which of the following ways of changing culture is used by Continental Airlines? a) Conducting training programs for employees b) Creating a sense of urgency on the part of employees c) Role modeling d) Creating new symbols and stories e) Changing the reward system

Creating new symbols and stories

People-oriented cultures are predictable, rule-oriented, and bureaucratic.

False

Which of the following decisions is most likely to be considered as an operational decision? a) Should we merge with another company? b) Should we pursue a new product line? c) Should we downsize our organization? d) How should we market the new product line? e) How should I balance my new work demands?

How should I balance my new work demands?

Which of the following decisions is most likely to be considered as a tactical decision? a) Should we merge with another company? b) Should we pursue a new product line? c) Should we downsize our organization? d) How should we market the new product line? e) How should I balance my new work demands?

How should we market the new product line?

Which of the following leadership theories uses the concept of in-group members and out-group members to indicate the two different types of relationships leaders have with their followers? a) Transformational Leadership Theory b) Leader-member exchange theory c) Fiedler's contingency theory d) Path-goal theory of leadership e) Situational leadership theory

Leader-member exchange theory

Which of the following statements is true regarding management by objectives (MBO)? a) The concept of MBO was first outlined by Michel Porter. b) To be effective MBO managers should focus on activity not result. c) MBO aims to increase organizational performance by aligning the subordinate objectives throughout the organization with the overall goals set by management. d) MBO does not include ongoing tracking and feedback in the process to reach objectives. e) An effective MBO system typically has several broad goals.

MBO aims to increase organizational performance by aligning the subordinate objectives throughout the organization with the overall goals set by management.

Which of the following statements is true regarding the matrix structure? a) In a matrix structure, each person reports to a single manager. b) A matrix structure hinders communication and cooperation among departments. c) Matrix structures are created in response to uncertainty and dynamism of the environment. d) In matrix structures managers are less interdependent compared to a traditional or product-based structure. e) Research shows that matrix structure reduces the frequency of informal and formal communication within the organization.

Matrix structures are created in response to uncertainty and dynamism of the environment.

Which of the following statements is true regarding a mechanistic structure? a) Mechanistic structures are highly flexible. b) Mechanistic structures are highly decentralized. c) Mechanistic structures score low on degree of formalization. d) Mechanistic structures are those that resemble a bureaucracy. e) Mechanistic structures are suitable for innovativeness and taking quick action.

Mechanistic structures are those that resemble a bureaucracy.

_____ law dictates that the overall complexity of computers will double every 18 months with no increase in cost. a) Grosch's b) Moore's c) Bell's d) Haitz's e) Kryder's

Moore's

Which of the following elements is characterized by shortest time horizon and highest functional specificity? a) Corporate vision b) Strategic goals c) Corporate mission d) Strategic objectives e) Operating goals

Operating goals

Which of the following statements is true regarding an organic structure? a) Organic structures are often rigid and resist change. b) Organic structures are highly centralized. c) Organic structures have low levels of formalization. d) Organic structures tend to be related to lower levels of job satisfaction on the part of employees. e) Organic structures tend to inhibit entrepreneurial action.

Organic structures have low levels of formalization.

Which of the following statements is most likely to be true regarding passive resistance? a) It involves going along with proposed changes with little enthusiasm. b) Passive resisters tend to look for a new job without necessarily bringing their concerns to the attention of decision makers. c) It is the most negative reaction to a proposed change attempt. d) Passive resisters actually encourage others around them to give support to the change effort. e) Those who engage in passive resistance may sabotage the change effort and be outspoken objectors to the new procedures.

Passive resisters tend to look for a new job without necessarily bringing their concerns to the attention of decision makers.

Which of the following statements is true regarding performance appraisals? a) Most organizations conduct employee performance evaluations at least four times a year. b) The most common appraisal error is lack of appropriate criteria for performance evaluation. c) Studies show that performance-appraisal errors are extremely easy to eliminate. d) Performance appraisals generally decrease employee morale. e) Performance reviews help managers feel more honest in their relationships with their subordinates.

Performance reviews help managers feel more honest in their relationships with their subordinates.

Management by objectives (MBO) was first outlined by _____ in 1954 in The Practice of Management. a) Michel Porter b) Henry Mintzberg c) Henry Fayol d) Abraham Maslow e) Peter Drucker

Peter drucker

Which of the following is one of the three conditions used in Fiedler's contingency theory for determining the situational favorableness? a) Position power b) Competencies of the employees c) Organizational structure d) Commitment levels of the employees e) Organizational culture

Position power

Which of the following statements is true regarding the laissez-faire decision-making style? a) When leaders use laissez-faire decision-making style, employees participate in the making of the decision. b) In laissez-faire decision-making, leaders make the decision alone without necessarily involving employees in the decision-making process. c) Research shows that laissez-faire decision-making style is negatively related to employee satisfaction with leaders and leader effectiveness. d) Research indicates that laissez-faire decision-making is the best decision making style. d) Research indicates that employees working in large groups, where opportunities for member interaction was limited, preferred laissez-faire decision-making.

Research shows that laissez-faire decision-making style is negatively related to employee satisfaction with leaders and leader effectiveness.

Which of the following decisions is most likely to be an example of a strategic decision? a) How often should I communicate with my new coworker? b) How should we market the new product line? c) Should we merge with another company? d) How should I balance my new work demands? e) Who should be let go when we downsize?

Should we merge with another company?

Management by objectives (MBO) involves setting company-wide goals derived from corporate strategy.

True

Research shows that people who have a positive self-concept are better at coping with change.

True

Unlike mainstream management approaches, the overriding objective in servant leadership is not necessarily getting employees to contribute to organizational goals.

True

According to the Organizational Culture Profile (OCP) framework, companies with _____ cultures value competitiveness and outperforming competitors. a) innovative b) team-oriented c) stable d) aggressive e) people-oriented

aggressive

According to the Organizational Culture Profile (OCP) framework, team-oriented cultures: a) often fall short in corporate social responsibility. b) tend to be a misfit to a changing and dynamic environment. c) value competitiveness and outperforming competitors. d) are collaborative and emphasize cooperation among employees. e) are flexible, adaptable, and experiment with new ideas.

are collaborative and emphasize cooperation among employees.

According to the Organizational Culture Profile (OCP) framework, innovative cultures: a) value competitiveness and outperforming competitors. b) emphasize achievement, results, and action as important values. c) value fairness, supportiveness, and respecting individual rights. d) are collaborative and emphasize cooperation among employees. e) are flexible, adaptable, and experiment with new ideas.

are flexible, adaptable, and experiment with new ideas.

According to the Organizational Culture Profile (OCP) framework, stable cultures: a) emphasize precision and paying attention to details. b) are predictable, rule-oriented, and bureaucratic. c) are collaborative and emphasize cooperation among employees. d) emphasize achievement, results, and action as important values. e) are flexible, adaptable, and experiment with new ideas.

are predictable, rule-oriented, and bureaucratic.

All of the following statements are true regarding an organizational culture EXCEPT: a) organizations that have a rare and hard-to-imitate culture enjoy a competitive advantage. b) according to several business leaders, corporate culture is as important as corporate strategy for business success. c) to the extent that shared values are proper for the company in question, company performance may benefit from culture. d) as compared to organizational rules and regulations, culture is a less powerful way of controlling and managing employee behaviors. e) culture, or shared values within the organization, may be related to increased performance.

as compared to organizational rules and regulations, culture is a less powerful way of controlling and managing employee behaviors.

Organizational culture can be thought of as consisting of three interrelated levels. At the deepest level, below our awareness, lie _____. a) values b) norms c) assumptions d) traditions e) artifacts

assumptions

This process that maintains the organizational culture is known as _____. a) onboarding b) attraction-selection-attrition c) organizational socialization d) networking e) mentoring

attraction-selection-attrition

_____ is the degree to which decision-making authority is concentrated at higher levels in an organization. a) Departmentalization b) Authorization c) Centralization d) Formalization e) Mechanization

centralization

_____ reflects the measure of an organization's commitment to individuals, communities, and the natural environment. a) Corporate social performance b) Sustainability index c) Management by objectives d) Performance evaluation e) SMART criteria

corporate social performance

Four Seasons and Ritz Carlton are among hotels who keep records of all customer requests such as which newspaper the guest prefers or what type of pillow the customer uses. This information is put into a computer system and used to provide better service to returning customers. Any requests hotel employees receive, as well as overhear, might be entered into the database to serve customers better. Based on this information we can say that Four Seasons and Ritz Carlton have a(n) _____ culture. a) innovative b) team-oriented c) detail-oriented d) aggressive e) people-oriented

detail-oriented

According to the path-goal theory of leadership, directive leadership is effective when: a) employees have a high internal locus of control. b) employees are performing boring and repetitive jobs. c) employees are experiencing role ambiguity on the job. d) employees have high levels of ability and when the decisions to be made are personally relevant to them. e) employees know exactly how to perform their jobs but their jobs are unpleasant.

employees are experiencing role ambiguity on the job.

An organizational culture that _____ is most likely to be suitable for a company in the high-tech industry. a) is characterized by hierarchy and high centralization b) encourages innovativeness and adaptability c) encourages a high respect for tradition d) is characterized by stability e) displays a strong preference for upholding rules and procedures

encourages innovativeness and adaptability

Out of all personality traits included in the big five personality traits, _____ has the strongest relationship to both leader emergence and leader effectiveness. a) agreeableness b) neuroticism c) extraversion d) openness to experience e) conscientiousness

extraversion

In decentralized companies, many important decisions are made at higher levels of the hierarchy, whereas in centralized companies, decisions are made and problems are solved at lower levels by employees who are closer to the problem in question.

false

Nonprogrammed decisions are made with the help of a decision rule.

false

According to Fiedler's contingency theory, a high LPC score indicates a task-oriented person.

false, A high LPC score suggests that the leader has a "human relations orientation", while a low LPC score indicates a "task orientation"

In contrast to objectives, goals are very precise, time-based, measurable actions that support the completion of a goal.

false, In contrast to goals, objectives are very precise, time-based, measurable actions that support the completion of a goal.

According to Drucker, effective MBO managers focus on the activity, not the result.

false, focus on result not activity

The Balanced Scorecard relies on four processes to bind short-term activities to long-term objectives. _____ is the process comprised of the ability to reflect on inferences and adjust theories about cause-and-effect relationships. a) Business planning b) Feedback and learning c) Communicating and linking d) Translating the vision e) Developing an action plan

feedback and learning

Which of the following is most likely to be a primary function of leadership? a) Recruitment b) Appraisal c) Goal setting d) Training e) Sales

goal setting

Research suggests that when an evaluation system based on specific goals and objectives is implemented, _____. a) employee satisfaction with the evaluation system increases b) the evaluation system becomes complex and time consuming c) managers' satisfaction with the evaluation system decreases d) individual and organizational performance increases e) employee satisfaction with the evaluation system decreases

individual and organizational performance increases

With reference to the transformational leadership theory, _____ is a tool used by a transformational leader and it involves challenging organizational norms and status quo, and encouraging employees to think creatively and work harder. a) contingent rewards b) passive management by exception c) individualized consideration d) intellectual stimulation e) charisma

intellectual stimulation

Leaders using _____ decision making leave employees alone to make the decision; the leader provides minimum guidance and involvement in the decision. a) authoritarian b) laissez-faire c) supportive d) participative e) democratic

laissez-faire

A _____ organization is one whose design actively seeks to acquire knowledge and change behavior as a result of the newly acquired knowledge. In such organizations, experimenting, learning new things, and reflecting on new knowledge are the norms. a) centralized b) divisional c) matrix d) learning e) modular

learning

Which of the following is an area in a balanced score card that explores the effectiveness of management in terms of measures of employee satisfaction and retention and information system performance? a) Customers b) Learning and growth c) Internal processes d) Financial performance e) External environment

learning and growth

In contrast with Lewin's three-stage model of planned change, some management experts in the 1990s began to propose that change is - or ought to be - a continuous process. Which of the following types of organizations most likely to support such continuous change? a) Highly centralized organizations b) Matrix organizations c) Highly formalized organizations d) Learning organizations e) Modular organizations

learning organizations

The most common appraisal error is _____. a) dedicating very less time for appraisals b) leniency c) lack of appropriate criteria for performance evaluation d) conducting appraisal only once a year e) conducting appraisal without prior preparation

leniency

Corporate social responsibility (CSR) is about how companies: a) interact with their competitors in the market. b) develop their marketing strategy. c) introduce a new product in the market d) manage their business processes to produce an overall positive effect on society. e) identify a target market before introducing a new product line.

manage their business processes to produce an overall positive effect on society.

Research shows that _____ structure increases the frequency of informal and formal communication within the organization. a) functional b) matrix c) divisional d) modular e) centralized

matrix

According to one estimate, 35% of managers who start a new job fail in the new job and either voluntarily leave or are fired within one and a half years. Of these, over 60% report _____ as the primary reason for this failure. a) lack of formal orientation program b) mismatch between personal values and organizational values c) not being able to form effective relationships with colleagues d) lack of appropriate training e) inappropriate rules and policies

not being able to form effective relationships with colleagues

In _____, departments represent the unique products, services, customers, or geographic locations the company is serving. a) highly formalized organizations b) highly centralized organizations c) organizations using divisional structure d) decentralized organizations e) organizations using functional structure

organizations using divisional structure

_____ group jobs based on similarity in functions. a) Highly formalized organizations b) Highly centralized organizations c) Organizations with individualist cultures d) Decentralized organizations e) Organizations using functional structure

organizations using functional structure

According to the Organizational Culture Profile (OCP) framework, _____ cultures value fairness, supportiveness, and respecting individual rights. a) innovative b) team-oriented c) stable d) aggressive e) people-oriented

people-oriented

A _____ reflects a person's values and philosophy of life. a) personal vision b) personal mission c) strategy d) personal goal e) key role

personal mission

The internal area of the Balanced Scorecard looks at: a) customer satisfaction and retention. b) production and innovation. c) assessments of measures as operating costs and return-on-investment. d) employee satisfaction and retention. e) the effectiveness of management in terms of information system performance.

production and innovation

The SMART criteria consist of all of the following characteristics EXCEPT: a) special. b) measurable. c) aggressive. d) realistic. e) time-bound.

special

According to the path-goal theory of leadership, _____ leadership is predicted to be effective when employees are under a lot of stress or when they are performing boring and repetitive jobs. a) directive b) supportive c) authoritative d) achievement-oriented e) participative

supportive

The balanced scorecard, as outlined by Robert Kaplan and David Norton, focuses on four types of measures. Which of the following is NOT one of these four perspectives? a) Learning and growth b) Internal c) Financial d) Technical e) Customer

technical

Research shows that _____ are more committed to a change effort. a) those who have more complete information about upcoming changes b) passive resisters who do not voice their opinions c) lower-level employees in an organization d) those who voice their objections e) employees in centralized organizations

those who have more complete information about upcoming changes

According to the Organizational Culture Profile (OCP) framework, outcome-oriented cultures: a) often fall short in corporate social responsibility. b) are predictable, rule-oriented, and bureaucratic. c) tie rewards to performance indicators as opposed to seniority or loyalty. d) tend to be a misfit to a changing and dynamic environment. e) emphasize precision and paying attention to details.

tie rewards to performance indicators as opposed to seniority or loyalty.

A formalized structure is associated with reduced motivation and job satisfaction as well as a slower pace of decision making.

true

Planning typically starts with a vision and a mission.

true

Research suggests that individual and organizational performance increases when an evaluation system based on specific goals and objectives is implemented.

true

According to the Fiedler's contingency theory: a) if the task is relatively unstructured, the situation is very favorable. b) a high LPC score indicates a task-oriented person. c) when situational favorableness is medium, high LPC leadership should be used. d) a low LPC score indicates a people-oriented person. e) a person with low LPC score can separate his liking of a person from his ability to work with that person.

when situational favorableness is medium, high LPC leadership should be used.