OB Chapter 13b
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.
F
Psychological empowerment occurs when we feel a sense of
Meaning
A(n) ________ culture encourages being adaptable, creative, and fast to respond to changes in the marketplace.
adhocracy
What phase of the mentoring process lasts two to five years?
cultivation
A(an) _______ tree is a graphical representation of the process underlying decisions.
decision
Twenty-first-century leaders face unique challenges to address critical new competencies, which include all of the following except
defining roles
Organizational culture is not statistically related to any measures of organizational effectiveness.
F
To reduce groupthink, someone should be given the role of devil's advocate. T or F
T
The use of expert power tends to result in
Commitment
Julie takes a broad perspective to problem solving and likes to consider many options and future possibilities. She has a long-term perspective and relies heavily on intuition and discussions with others, and is good at finding creative solutions to problems. Julie has a(n) ________ style.
Conceptual
In the _________ bias, a decision-maker subconsciously decides something even before investigating, and then seeks information that supports the decision.
Confirmation
Managers use ________ in three different ways: to make a decision, to inform a decision, and to support a decision.
Evidence or data
A clan culture has an internal focus and values stability and control.
F
Emotional intelligence has been shown by research to have a large, positive, and significant association with leadership effectiveness.
F
Evidence should never be used to make a decision, only to inform or support one.
F
Experiencing boredom inhibits the creativity process. Group starts True or False
F
In effective organizations, politics have been eliminated.
F
In the anchoring bias, the decision maker tends to assess the likelihood of an event based on impressions of similar events.
F
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.
F
LMX focuses on the quantity of relationships between managers and subordinates.
F
Leader behaviors are the outcome of an integrated model of leadership.
F
Managers, for instance, have personal power because they control your pay, your work assignments, your hiring and firing, and your evaluations. In contrast, expert and referent are forms of personal power, which you possess independent of your position or job.
F
Meetings should be held as scheduled, whether or not there is a goal for a meeting.
F
Research has shown that generally expert and referent power have a positive effect on work outcomes, reward and legitimate power have a slightly negative effect, and coercive power has a strongly negative effect.
F
Strategic skills are the most important to managers at middle levels of the organization.
F
The degree to which people focus on either task and technical concerns or people and social concerns when making decisions is known as their analytical preference.
F
The four phases of mentoring are initiation, cultivation, socialization, and definition.
F
The last step in Bagley's decision tree is, "Does the proposed action maximize shareholder value?"
F
The rational model of decision making explains how managers actually make decisions. T or F
F
The two general functions of mentoring are internal and external.
F
Unlike other elements of OB, leadership is not influenced by situational factors.
F
________ is putting someone in a good mood prior to making a request.
Ingratiation
When a leader is resolving disputes, he or she is engaging in ________ behaviors.
Interaction-facilitation
_________ are the dimensions of situational control in Fiedler's model.
Leader-member relations, task structures, and position power
Which of the following is not an advantage of group decision making?
Less pressure to conform
P-O fit stands for _________ fit.
Person-Organization
Which of the following is one of the assumptions underlying nonrational models of decision making?
Rational decision making is a struggle.
One's reputation is an example of ________ power.
Referant
A person who is indifferent to and ignores another's influence attempt is exhibiting
Resistance
The three primary reactions people have to attempts to manage or influence them are
Resistance, compliance, or commitment
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.
T
Abusive supervision is the sustained display of hostile verbal and nonverbal behavior by managers.
T
An "Employee of the Month" parking space by the front door of a business would be considered a corporate artifact.
T
Blaming ourselves can be useful in some situations to preserve our influence with others.
T
Clan and market cultures are more likely to deliver higher customer satisfaction and market share.
T
Coalition tactics are considered one of the "hard" influence tactics.
T
Consideration involves leader behavior associated with creating mutual respect or trust and focuses on a concern for group members' needs and desires.
T
Dr. Matthews was hired in at Spartan Healthcare because he is one of only four doctors in the nation that can perform a specialized type of heart surgery. He also is on faculty in the medical school and gives advice to other medical professionals. Dr. Matthews is considered to have expert power.
T
Employees lacking in honesty and humbleness qualities are known to engage in more CWBs and have lower performance. True or False
T
Empowerment not only positively affects job performance, it also tends to increase citizenship behaviors and job satisfaction and decrease turnover intentions.
T
Inspirational motivation involves establishing an attractive vision, the use of emotional arguments, and exhibition of optimism and enthusiasm.
T
It is suspected that judgmental heuristics are partly to blame for inaccurate diagnoses and treatment by physicians and other health care professionals because they don't have the time to consider all of a patient's symptoms. T or F
T
Often, decision makers select the most readily available ideas or solutions. Therefore, they are advised to evaluate a broader set of alternatives.
T
One of the employee characteristics in House's path-goal model is need for achievement.
T
One of the important functions of organizational culture is to facilitate collective commitment
T
Sharing power, via empowerment, is a means for increasing your own power.
T
The sources of creative behaviors are both person and situation factors. Group starts True or False
T
Core influence tactics include all of the following except
coalition tactics
In influence sharing, the manager adopts the _________ style.
consultation
Which of the following is not one of the key leader behaviors that are part of transformational leadership?
creating an in group
In the encounter phase of organizational socialization,
employees' values, skills, and attitudes start to shift as the new recruit discovers what the organization is truly like.
In making a decision,
evidence forms the basis of the decision.
The making of new mental connections regarding the creative task or problem at hand is represented in the _________ stage of the creative performance process.
idea generation
________ might be any attempt to control or manipulate the images related to a person, organization, or idea.
impression management
When a leader is encouraging employees to question the status quo and seek innovative and creative solutions to organizational problems, he or she is engaging in
intellectual stimulation
Humble leaders display all of the following key qualities valued by employees except
low self-awareness
Which type(s) of organizational culture has (have) been shown by research to be most strongly related to subjective innovation?
market
The levels of organizational culture are
observable artifacts, espoused values, and basic underlying assumptions.
Which of the following is not a symptom of groupthink?
overestimation of opponents
The primary purpose of _________ behaviors is to enhance employees' skills and to create positive work relationships among coworkers and between the leader and his or her employees.
relationship-orientated
Which of the following is not one of the career functions of mentoring?
role modeling
The socialization tactic that ranges from a newcomer being socialized over time with the help of an experienced member, to the newcomer not being provided with a role model, is
serial v disjunctive
Which of the following mechanisms for changing organizational culture addresses all three levels of culture?
stories, legends, or myths about key people and events
__________ is based on transferring authority and responsibilities from management to employees.
structural empowerment
A global mind-set is an increasingly valued _________ trait.
task-orientated
___________ focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance.
transactional leadership
Which of the following interpersonal traits has research shown to have a negative relationship with leadership effectiveness?
Machiavellianism
The statement "A world in which all people's basic needs—such as shelter, clean water, sanitation, food and reliable power—are fulfilled in an environmentally sustainable way and a company that improves the quality of the environment and the communities where we live and work" is an example of a company vision.
T
What cultural types represent competing values?
adhocracy and hierarchy
An individual who enjoys working with others and enjoys social interactions in which opinions are openly exchanged exhibits which decision-making style?
behavioral