Principles of management chapter 15,16,17

According to the path-goal model, when Hannah meets with the employees to establish challenging goals and expectations for the next financial year, she displays which one of the following leadership styles?

Achievement-oriented

The three-needs theory of motivation states that there are three ________ needs that are major motivators in work.

Acquired

Coworkers Bob and Tom were comparing checks on Friday. Bob saw that Tom's was significantly larger, which made Bob unhappy. Which theory best explains Bob's reaction?

Adams' equity theory

In the statement, "The highway is very busy at 5 p.m., and is scary to drive on, so I'll wait until 7 p.m. to go home," the word "scary" represents which component of an attitude?

Affective

The ________ component of attitude is based on emotions.

Affective

Sarah is using the JCM to redesign jobs for her small team of writers. After carefully analyzing their jobs, she determines that while their jobs are high in skill variety, task identity, task significance, and autonomy, they receive little feedback about their work. Which one of the following steps will enable Sarah to improve this aspect of their jobs?

Allowing the writers to directly conduct business with their clients

Which of these actions will help you be seen as trustworthy?

Be open and speak your feelings

When someone chooses to act in a certain way, she is demonstrating the ________ component of her attitude.

Behavorial

Which one of the following is an example of lateral communication?

Brian talks to his teammate about a change in project specifications.

According to Maslow's hierarchy of needs theory, a person's needs for self-respect, autonomy, achievement, status, recognition, and attention constitute his ________ needs.

Esteem

In the context of Maslow's hierarchy of needs theory, when a company names an "Employee of the Month" and "Employee of the Quarter," the company is addressing employees' ________ needs.

Esteem

Marlin, a physicist in a large corporation, has been asked by his professional association to present a scientific paper at the national convention. This type of recognition will help Marlin fulfill his ________ needs.

Esteem

Which one of the following needs is a higher-order need in Maslow's hierarchy of needs theory?

Esteem

Which one of the following is true about job enlargement and job enrichment?

Expanding the scope of knowledge used in a job leads to more job satisfaction, enhanced customer service, and fewer errors.

The influence that models have on an individual is determined by the amount of attention the model gives to the learner.

False

The managerial grid only provides a framework for conceptualizing leadership style.

False

The one trait most likely to predict job performance is emotional stability

False

There is ample evidence to support the validity of the Myers-Briggs Type Indicator as a measure of personality.

False

When we make judgments about the behavior of other people, we tend to underestimate the influence of external factors and to overestimate the influence of internal factors. This tendency is called the self-serving bias.

False

According to the JCM, which job characteristic results in the employee knowing about the actual results of his or her work activities?

Feedback

In the job characteristics model, the dimension of ________ refers to the degree to which doing work activities required by a job results in an individual obtaining direct and clear information about the effectiveness of his or her performance.

Feedback

) George gets along well with most people in the team. He is good at his job but needs to be reassured once in a while. Another of George's traits is that he is always trying to keep everyone happy. George can be described as a(n) ________ personality.

Feeling

As a manager, if you prefer to have a harmonious work environment and dislike reprimanding your subordinates, you would probably score high on the ________ aspect of the MBTI®.

Feeling

The ________ model proposed that effective group performance depended upon the proper match between the leader's style of interacting with his or her followers and the degree to which the situation allowed the leader to control and influence.

Fiedler contingency

Bryan has heard that one of his best subordinates is not happy with his job and is thinking of leaving the company. Which one of the following would help Bryan retain this employee?

Find out which work incentive the employee values most.

Fiedler assumed a person's leadership style was ________.

Fixed

Which one of the following is true according to the MBTI®?

Judging types want control and prefer their world to be ordered.

Which one of the following describes the leadership style in which the leader generally gives the group complete freedom to make decisions and complete the work in whatever way it sees fit?

Laissez-faire style

Persons who are able to influence others and who possess managerial authority are termed ________.

Leaders

Which one of the following is the type of power a person has because of his or her position in the formal organizational hierarchy?

Legitimate power

If you believe that you control your own destiny, which one of the following personality traits are you likely to possess?

Internal locus of control

Alan's temperament is not well-suited to being a researcher. He tends to dislike doing the same thing twice and has no patience to sort out information step-by-step. As a result, he often jumps to conclusions. Alan is most likely a(n) ________ type of personality.

Intitution

Which one of the following is true for organizational communication?

It includes informal communication via the grapevine.

Which one of the following is true of nonverbal communication?

It usually carries greater impact than verbal communication.

In which one of the following cases is communication used to manage employee behavior?

Jan informs Sara that she must follow the dress code at work.

________ refers to the degree of control employees have over their work.

Job depth

The way tasks are combined to form complete jobs is referred to as ________.

Job design

________ refers to the horizontal expansion of a job by increasing the number of different tasks required in a job and the frequency with which those tasks are repeated.

Job enlargement

Explain the concepts of job enlargement and job enrichment with suitable examples and analyze their effectiveness in motivating employees.

Job enlargement refers to the horizontal expansion of a job by increasing job scope, or the number of different tasks required in a job and the frequency with which these tasks are repeated. For instance, the job of an office assistant could be expanded so that apart from filing and documentation, (s)he could also handle phone calls and visitors. In contrast, job enrichment is the vertical expansion of a job by adding planning and evaluating responsibilities. Job enrichment increases job depth, which is the degree of control employees have over their work. In other words, employees are empowered to assume some of the tasks typically done by their managers. Thus, an enriched job allows workers to do an entire activity with increased freedom, independence, and responsibility. In addition, workers get feedback so they can assess and correct their own performance. For instance, if an office assistant had an enriched job, (s)he could, in addition to filing and documentation, schedule appointments (planning) and follow up with clients and coworkers (evaluating). Most job enlargement efforts that focused solely on increasing the number of tasks don't seem to work. However, research has shown that knowledge enlargement activities (expanding the scope of knowledge used in a job) lead to more job satisfaction, enhanced customer service, and fewer errors. Also, although job enrichment may improve the quality of work, employee motivation, and satisfaction, research evidence has been inconclusive as to its usefulness.

________ refers to the vertical expansion of a job by adding planning and evaluating responsibilities.

Job enrichment

The degree to which an employee identifies with his or her job or actively participates in it refers to the employee's ________.

Job involment

________ refers to the number of different tasks required in a job and the frequency with which those tasks are repeated.

Job scope

Doug is purposeful and an excellent planner. One thing that his team admires him for is his ability to sift through a whole lot of information to extract precisely what is needed for a job at hand. He is also a quick decision maker. Which one of the following personality types does Doug fit into?

Judging

If you are a good planner and purposeful, you would probably score high on the ________ trait of MBTI®.

Judging

Which one of the following is included in the class of contingency variables termed "follower" by the path-goal theory?

Locus of control

Which one of the following is true for satisfied employees with high organizational commitment?

Lower rates of turnover or absenteeism

An individual who is high in ________ is pragmatic, maintains emotional distance, and believes that ends can justify means.

Machiavellianism

Irene, CEO of a small company, strongly believes in Douglas McGregor's assumptions about human nature. Which one of the following management practices is Irene most likely to favor to maximize employee motivation?

Making jobs narrower in scope and shallow in depth

When a communication requires employees to follow their job description, or to comply with company policies, communication is being used to ________.

Manage

Amber has called her work group together to assign tasks for the day. In this instance, Amber is using communication to ________

Manage Behavior

After watching a behavior in a social learning situation, a person can demonstrate learning by performing the behavior. This is known as learning by ________.

Motor reproduction

A person with a grandiose sense of self-importance who is arrogant and requires an excessive amount of admiration is a ________.

Narcissist

Which one of the following are the three needs identified in the three-needs theory of motivation?

Need for achievement, need for power, need for affiliation

Her co-workers don't share personal tidbits with Norma, and she wonders why. Which one of the following could explain this phenomenon?

Norma generally stands with her arms crossed when in a conversation with anyone.

The study of group behavior includes the study of ________.

Norms, roles and leadership

Tiffany is usually the person who takes charge of the situation and gets people moving toward the group's objective. Tiffany probably has a high need for ________.

Power

People who identify opportunities, show initiative, take action, and persevere until meaningful change occurs are said to have ________ personalities.

Proactive

Which one of the following is a disadvantage of using IT in organizational communication?

Psychosocial costs

Which one of the following would support Evelyn's attempt at becoming a participative leader?

She consults her subordinates and uses their suggestions before making a decision

In a(n) ________ communication network, all communication passes through a clearly identifiable leader to the others in a team and upward from team members to the leader.

WHEEL

Bob is a social butterfly. He often leaves his workstation to chat with coworkers. He volunteers for every problem-solving team and enjoys planning the annual summer employee picnic. Bob has a ________.

high need for affiliation

Two traits unique to most leaders are ________.

intelligence and conscientiousness

Tammy's boss has asked her to take on a project in addition to her regular work. According to expectancy theory, Tammy will consider the instrumentality and ask herself, "________."

What are the odds that if I expend effort on the project my performance will be satisfactory to the boss?

Peter, an assistant manager, exhibits a distinct lack of emotional involvement with his colleagues and subordinates. His entire focus is on achieving the goals he sets, no matter what course he has to take to get there. These traits lead an observer to conclude that Peter ________.

is high in Machiavellianism

Data breaches occur at many firms and result in ________.

bankruptcy or insolvency

Operant conditioning argues that ________.

behavior is a function of its consequences

In the statement, "The highway is very busy at 5 p.m. and is scary to drive on, so I'll wait until 7 p.m. to go home," the phrase, "so I'll wait until 7 p.m. to go home," represents which component of an attitude?

behavorial

Once MediFax grew and became more mechanistic, management insisted that information flow vertically along the lines of authority. This is most representative of the ________ communications network.

chain

Joanna has a very clear idea of what she wants her team to accomplish and often works that idea into conversations with her subordinates. She uses unconventional and sometimes controversial means to achieve her ends, but her subordinates know she has their backs. Joanna can be described as a(n) ________ leader.

charismatic

Sarah, the floor supervisor, seems to be a different person depending on whom she is with and what the situation demands. She has the ability to adjust her behavior as and when required. This indicates that she ________.

is high in self-monitoring

Evidence indicates that transformational leadership is strongly correlated with ________.

lower turnover rates and higher levels of productivity and creativity

In working with his employees, Carlos involves them in decision making and encourages them to participate in deciding their work methods and goals. Carlos's leadership style can best be described as ________.

democratic

The ________ style of leadership describes a leader who tends to involve employees in decision making, delegate authority, encourages participation in deciding work methods and goals, and uses feedback as an opportunity for coaching employees.

democratic

When employee satisfaction is measured, employees seemed to be more satisfied under a(n) ________ leadership style than under a(n) ________ one.

democratic; autocratic

People with a high need for achievement ________.

prefer moderately challenging goals

When Sam, a production supervisor spoke to the human resources manager about transferring to the new production facility, he was involved in which type of organizational communication?

diagonal

When an organization has an interest in increasing the efficiency and speed of communication between managers at different levels and in different departments, then ________.

diagonal communication should be used

Goal-setting theory says that ________.

difficult goals, when accepted, result in higher performance than do easy goals

According to the path-goal theory, a leader who lets subordinates know what's expected of them, schedules work to be done, and gives specific guidance as to how to accomplish tasks is termed ________.

directive

Eddie generally lets subordinates know what's expected of them, schedules work to be done, and gives specific guidance on how to accomplish tasks. He would be termed a(n) ________ leader.

directive

) Brianne has been coming in late and producing less recently, obviously dissatisfied with her job. Her supervisor would like to know how to deal with these behaviors so they don't spread to other employees. His wisest course of action would be to ________.

discover the source of her dissatisfaction

During the presentation Sarah explained that the reason for downsizing was the recession which was hitting the company badly. However, the fact of the matter was that the company had not yet experienced any loss of revenues but were anticipating bad days ahead, which could eventually lead to mass layoffs. This is an example of the ________ aspect of the communication process.

filtering

Frederick Herzberg's two-factor theory proposes that ________.

extrinsic factors are associated with job dissatisfaction

Which one of the following methods of communication should be used when the sender requires quick and accurate feedback?

face-to-face

Many creative firms use ________ to communicate more effectively with internal audiences.

facebook messanging

A leader's effectiveness does not depend on the followers' experience.

false

A person who is upset is more likely to get the message right than one who is calm.

false

A relations-oriented leadership style works well in any culture.

false

A task-oriented leader focuses on the needs of their followers.

false

According to LMX theory, the leader chooses the in-group but the job requirements drive the decision.

false

According to Robert House's path-goal theory, a supportive leader lets subordinates know what's expected of them, schedules the work to be done, and gives specific guidance on how to accomplish tasks.

false

Active listeners avoid asking questions and making eye contact so that they don't distract the speaker.

false

Because of the heavy use of electronic communication methods, speaking skills have become less important.

false

Charisma is an essential quality that leaders must possess to achieve high levels of employee performance.

false

Charisma is the ability to create and articulate a realistic, credible, attractive vision of the future for any organization or organizational unit that grows out of and improves on the present.

false

Coercive power and reward power are synonymous

false

Derek heads a team of ten research analysts in Deutsche Bank. Even though he is least impressed with Cara among all his subordinates, when asked about her work he chose to focus on her strengths rather than her weaknesses. Derek can be described as a task-oriented leader.

false

E-mail increases filtering because electronic communication is faster.

false

Fiedler's contingency model of leadership style proposed that effectiveness depends on the ability and willingness of the subordinates.

false

Filtering takes place when information exceeds the receiver's processing capacity.

false

Formal communication can control behavior, but informal communication cannot.

false

Good communication requires agreement with the message.

false

If a manager clearly and articulately verbalizes instructions to a subordinate, communication has taken place.

false

Intonation refers to gestures, facial expressions, and other body movements that convey meaning.

false

Most communication problems are directly attributed to noise in the communication process.

false

Most firms offer leadership development training at all management levels.

false

Of the five dimensions that make up the concept of trust, loyalty seems to be the most critical when someone assesses another's trustworthiness.

false

On average, an individual must hear new information three times before (s)he truly understands.

false

Over 75% of the most effective leaders are task-oriented

false

People working for charismatic leaders are motivated to exert extra work effort but express lower satisfaction.

false

Referent power is based primarily on a person's expertise

false

Reward power is the power that arises because of a person's desirable resources or personal traits.

false

Servant leaders are only found in religious or nonprofit organizations.

false

The informal organizational communication network is known as the chain.

false

Transactional and transformational leadership are opposing approaches to getting things done.

false

Transformational leadership characteristics are ineffective in non-Western cultures.

false

Upward communication is used to inform, direct, coordinate, and evaluate employees.

false

With enough training, anyone can become an effective leader

false

it is perfectly acceptable to use abbreviations in a text message when the sender is in a hurry.

false

George has prepared a memorandum explaining the objectives of the work team. Some of the production workers have come to George to ask for clarification about the memorandum. This represents the ________ aspect of the communication process.

feedback

The final link in the communication process is ________.

feedback

Which one of the following is a way for managers to overcome the barriers to communication?

feedback

During her performance evaluation, Cindy omitted a few of the details about her problems with her subordinates because she was afraid her supervisor would think her unfit for management. This is an example of ________.

filtering

In the Myers-Briggs Type Indicator (MBTI®), "sensing" personality types are those who ________.

have a high need for closure and show patience with routine details

Listening is an active search for meaning, whereas ________ is passive.

hearing

At 3M, workers are allowed up to 15% of their paid time to devote to projects of their own choosing. For that time, workers have ________.

high autonomy

In a familiar children's book, a little locomotive was asked to pull a heavy train up a steep mountain. The "little engine," as he was called, kept telling himself "I think I can. I think I can." The little engine was ________.

high in self-efficacy

The ________ of work design says that employees are taking the initiative to change how their work is performed.

proactive perspective

The company announced it would be laying off several workers because of the loss of several large orders. Employees wondered how the workers to be laid off would be selected. They were concerned with ________.

procedural justice

The managerial grid used the behavioral dimensions "concern for people" and "concern for ________" and evaluated a leader's use of these behaviors, ranking them on a scale from 1 (low) to 9 (high).

production

She was only three but already had a temper. Her favorite outburst was to stomp her foot. So her mother made her stomp and stomp and stomp until there was no more stomping left in her. This mother was using ________ to alter her daughter's behavior.

punishment

After seeing Tom's paycheck, Bob decided their inputs were nearly identical but Tom's check was much larger. Bob decided to take action to make things fairer in his mind. He is most likely to ________.

reduce his effort at work

The use of employee recognition programs as motivational tools is consistent with the ________ theory.

reinforcement

A leader who cares about their followers would most likely exhibit ________.

relations-oriented behavior

The goal-setting theory has most value in countries where ________.

subordinates are reasonably independent

According to the path-goal theory, directive leadership will lead to higher employee satisfaction when there is ________ within a work group

substantive conflict

According to the path-goal theory, a leader who is friendly and shows concern for the needs of subordinates is termed ________.

supportive

Brooke has decided that the appropriate leadership style would be to show friendliness and concern for the needs of her subordinates. According to the path-goal model, she wishes to be a(n) ________ leader.

supportive

Cecil, CEO of a mid-size manufacturing company, readily accepts responsibility for his firm's products, including its mistakes. He is rather quiet but still a strong leader. Cecil could be called a(n) ________ leader.

supportive

When Terrence explained to the employees why layoffs were necessary, he spoke about return on investment, debt, and cash flow—terms his shareholders clearly understood. But his employees had no clue what he meant. Terrence's explanation would have been more effective if he had ________.

tailored the language to the audience

Jack emphasizes to his people that the work must be done, regardless of circumstances, and encourages his employees to meet their sales quotas. He is generally liked, but because sales are unstructured, sometimes his employees resent his rather heavy-handed approach. Fiedler's contingency model would classify Jack as ________ oriented.

task

IT has significantly improved a manager's ability to monitor individual and team performance.

true

Illegible handwriting is an example of noise.

true

In communication, the process of decoding is performed by the receiver.

true

In the wheel network, the leader serves as the hub through which all communication passes.

true

Informal communication is organizational communication not defined by the organization's structural hierarchy.

true

Leaders that exhibit change-oriented behavior are more likely to encourage innovation

true

Leadership training works best with individuals who are high self-monitors.

true

Leadership traits play a small role in effective leadership and depend on situational

true

Legitimate power and authority are one and the same.

true

Legitimate power is inherent in management positions

true

Members of a manager's in-group tend to have multiple similarities with the manager

true

National culture influences the communication preferences of a population.

true

One advantage of social media in business is that it can both convey information and provide a platform for group conversations about the topic.

true

Organizational citizenship behavior is discretionary behavior that is not part of an employee's formal job requirements.

true

Path-goal theory holds that subordinates with an external locus of control will be more satisfied with a directive style.

true

Path-goal theory states that employee performance and satisfaction are likely to be positively influenced when the leader chooses a leadership style that compensates for shortcomings in either the employee or the work setting.

true

Robert House assumed that leaders can change leadership styles depending on the situation.

true

Robert House's achievement-oriented leader sets challenging goals and expects followers to perform at their highest level.

true

The communication process is susceptible to noise.

true

The least-preferred coworker questionnaire measures whether a leader is task or relationship oriented.

true

The net result of filtering is lost information and ineffective communication.

true

The nonverbal component of communication usually carries the greatest impact.

true

The presence of routine tasks, formal goals and explicit rules make leadership unnecessary.

true

Transformational leadership is highly dependent on employee commitment and satisfaction.

true

Trust is the belief in the integrity, character, and ability of a leader.

true

Verbal intonation refers to the emphasis someone gives to words or phrases that conveys meaning.

true

Virtual environments work against people with strong verbal skills.

true

Workers with high levels of ability require minimal supervision.

true

Downsizing, and the increased use of temporary workers, has ________.

undermined trust in leadership

Good communication occurs only when the recipient ________

understands the speaker's meaning

Everything a manager does involves communicating.

true

In a short essay, contrast the three major behavior studies on leadership.

. The University of Iowa studies explored three leadership styles. The autocratic style leader tends to centralize authority, dictate work methods, make unilateral decisions, and limit employee participation. The democratic style leader tends to involve employees in decision making, delegate authority, encourage participation in deciding work methods and goals, and use feedback as teaching moments. The laissez-faire style leader gives the group complete freedom to make decisions and complete the work in whatever way it sees fit. The research of Lewin and his associates seemed to indicate that the democratic style contributed to both good quantity and quality of work. b. The Ohio State studies identified two dimensions of leader behavior. Initiating structure is the extent to which a leader defined and structured his/her role and the roles of group members in the search for goal attainment, including behavior that involved attempts to organize work, work relationships, and goals. Consideration is the extent to which a leader has job relationships characterized by mutual trust and respect for group members' ideas and feelings. A leader who was high in consideration helped group members with personal problems, was friendly and approachable, and treated all group members as equals. (S)he showed concern for her/his followers' comfort, well-being, status, and satisfaction. c. University of Michigan researchers came up with two dimensions of leadership behavior. Employee oriented leaders emphasized interpersonal relationships, took a personal interest in their followers, and accepted individual differences among group members. The production oriented leaders tended to emphasize the technical aspects of the job, were concerned mainly with accomplishing their group's tasks, and regarded group members as a means to that end. The researchers concluded leaders who were employee oriented were associated with high group productivity and high job satisfaction.

Write a short essay on Maslow's hierarchy of needs by first describing the needs and then discussing how these needs are interrelated according to the theory. How can managers use this theory to motivate employees?

1. Physiological needs: A person's needs for food, drink, shelter, sex, and other physical requirements. 2. Safety needs: A person's needs for security and protection from physical and emotional harm, as well as assurance that physical needs will continue to be met. 3. Social needs: A person's needs for affection, belongingness, acceptance, and friendship. 4. Esteem needs: A person's needs for internal esteem factors such as self-respect, autonomy, and achievement and external esteem factors such as status, recognition, and attention. 5. Self-actualization needs: A person's needs for growth, achieving one's potential, and self-fulfillment; the drive to become what one is capable of becoming. Maslow argued that each level in the needs hierarchy must be substantially satisfied before the next need becomes dominant. An individual moves up the needs hierarchy from one level to the next. In addition, Maslow separated the five needs into higher and lower levels. Physiological and safety needs were considered lower-order needs; social, esteem, and self-actualization needs were considered higher-order needs. Lower-order needs are predominantly satisfied externally while higher-order needs are satisfied internally. Managers using Maslow's hierarchy to motivate employees do things to satisfy employees' needs. But the theory also says that once a need is substantially satisfied, an individual is no longer motivated to satisfy that need. Therefore, to motivate someone, you need to understand what need level that person is on in the hierarchy and focus on satisfying needs at or above that level.

Define learning and explain the two learning theories that are relevant to understanding how and why individual behavior occurs.

: Learning is any relatively permanent change in behavior that occurs as a result of experience. The two learning theories relevant to understanding how and why individual behavior occurs are operant conditioning and social learning. Operant conditioning argues that behavior is a function of its consequences. People learn to behave to get something they want or to avoid something they don't want. Operant behavior describes voluntary, or learned, behavior in contrast to reflexive or unlearned behavior. The tendency to repeat learned behavior is influenced by the reinforcement or lack of reinforcement that happens as a result of the behavior. Reinforcement, therefore, strengthens a behavior and increases the likelihood that it will be repeated. The view that we can learn both through observation and direct experience is called social learning theory. The influence of others is central to the social learning viewpoint. The amount of influence that these models will have on an individual is determined by four processes: attentional processes, retention processes, motor reproduction processes, and reinforcement processes.

Which one of the following actions accurately reflects the reinforcement theory of motivation?

A company's policy of giving its sales staff cash coupons for exceeding their daily targets

If Rhonda is a charismatic leader, which one of the following characteristics is she most likely to possess?

A willingness to take risks to achieve her vision

________ is defined as the failure to report to work.

Absenteeism

Explain the three components of attitude. Give an example that incorporates all three elements.

An attitude is made up of cognitive, affective, and behavioral components. The cognitive component refers to the beliefs, opinions, knowledge, or information held by a person. The affective component is the emotional or feeling part. The behavioral component refers to an intention to behave in a certain way toward someone or something. [Students' examples will vary but must include all three components.] For example, Mary may believe the use of profanity has no place in business (cognitive). John tends to use profanity profusely so Mary dislikes John (affective). As a result, Mary avoids John (behavioral).

"Cody has retired on the job" is an expression used to describe ________.

An employee who is disengaged

Discuss the two best-known types of nonverbal communication. Include a specific example of each type of nonverbal communication to support your answer

An important part of interpersonal communication is nonverbal communication-that is, communication transmitted without words. Body language refers to gestures, facial expressions, and other body movements that convey meaning. A person frowning "says" something different from one who's smiling. Hand motions, facial expressions, and other gestures can communicate emotions or temperaments such as aggression, fear, shyness, arrogance, joy, and anger. Verbal intonation refers to the emphasis someone gives to words or phrases that conveys meaning. To illustrate how intonations can change the meaning of a message, consider the student who asks the instructor a question. The instructor replies, "What do you mean by that?" The student's reaction will vary, depending on the tone of the instructor's response. A soft, smooth vocal tone conveys interest and creates a different meaning from one that is abrasive and puts a strong emphasis on saying the last word

In which one of the following cases has communication occurred?

Ana tells her manager that she needs a new computer, but he says that the company can't afford it.

Discuss four areas where managers can improve their communication skills. Explain why this is important

Answer: Most managers will tell you that becoming an effective communicator is one ingredient of a successful career. Because everything a manager does involves communication, improving these skills enhances one's readiness for promotions.a. Persuasion skills enable a person to influence others to change their minds or behavior. Managers must be able to get work done through others, which sometimes means getting those others to change behaviors. Strong persuasion skills accomplish this without damaging the relationship.b. Much of a manager's communication with other employees—at all levels—is through speaking. Most of this is interpersonal, with small groups or individually. Some may be through presentations. Discomfort with public speaking holds some employees back from those desired promotions.c. Communication that doesn't involve speaking will involve writing. Millennials especially take shortcuts in their writing which is fine when texting friends and family but unacceptable in business. Improving one's writing skills makes a more professional presentation and sheds a more favorable light on the sender of emails, texts, and memos.d. Because of the sheer quantity of emails a manager receives daily, it is important that the manager read quickly and understand clearly the language used in business correspondence and articles. Knowledge of industry jargon is necessary as is a robust vocabulary of non-technical words. Failure to keep up with the plethora of messages and work-related documents places the manager at a disadvantage.

Which of these things is one of the four basic elements of persuasion?

Appeal to the "head" and "heart" by combining rational and emotional arguments.

Anne prefers one-page memos with only the main points of the issue. As a manager, she has limited amounts of time to read about internal problems. So when she prepares memos for her boss, she provides a brief outline of the situation to spare her boss the agony of having to read the boring details. Anne has succumbed to ________.

Assumed similarity

In ________, the observer's perception of others is influenced more by the observer's own characteristics than by those of the person observed.

Assumed similarity

James, a new manager, is a very hard-working. He believes that people who are hardworking will always make sure that the work gets done on time. Even when he is out of the office, he supposes that his subordinates are working diligently because he works diligently most of the time. James's perceptions of his employees are based on ________.

Assumed similarity

The regular use of ________ can alert managers to potential problems and employees' intentions early enough to do something about them

Attitude surveys

Define attitudes. List and discuss the three components of attitudes and include an example of a statement that describes each component to support your answer.

Attitudes are evaluative statements - either favorable or unfavorable - concerning objects, people, or events. They reflect how an individual feels about something. When a person says, "I like my job," (s)he is expressing an attitude about work. The three components that make up attitudes are cognition, affect, and behavior. The cognitive component of an attitude is made up of the beliefs, opinions, knowledge, or information held by a person. The belief that "discrimination is wrong" illustrates cognition. The affective component of an attitude is the emotional or feeling part of an attitude. This component would be reflected by the statement, "I don't like Jon because he discriminates against minorities." Finally, affect can lead to behavioral outcomes. The behavioral component of an attitude refers to an intention to behave in a certain way toward someone or something. For instance, "I might choose to avoid Jon because of my feelings about him" is an example of the behavioral component of an attitude.

Individual behavior in organizations includes ________.

Attitudes, learning and motivation

________ theory explains how we judge people differently depending on what meaning we ascribe to a given behavior.

Attribution

Which one of the following describes the leadership style in which a leader tends to centralize authority, dictate work methods, make unilateral decisions, and limit employee participation?

Autocratic style

According to the JCM, which job characteristic leads to an employee experiencing responsibility for outcomes of his or her work?

Autonomy

The definition of motivation has three key elements: effort, direction, and persistence.

False

________ leaders move beyond their own self-interest to help followers grow and develop.

Servant

In the ________ communication network, communication flows according to the formal organizational hierarchy, both downward and upward.

CHAIN

________ leaders have a vision, the ability to articulate that vision and a willingness to take risks to achieve that vision.

Charismatic

The component of attitude that includes beliefs and opinions is the ________ component.

Cognitive

Which component of attitude is reflected in the sentence, "This is the best way to get to our destination"?

Cognitive

) Mary dislikes having to convince prospective customers to buy products that she believes are inferior to others in the market. However, she has sales targets for all products, superior or otherwise, that she must meet in order to receive her commission. Although Mary tries to meet the target sales for all products, she is torn between her beliefs and the actions she must take. This inconsistency or incompatibility is known as ________.

Cognitive dissonance

Explain cognitive dissonance theory in brief.

Cognitive dissonance theory sought to explain the relationship between attitudes and behavior. Cognitive dissonance is any incompatibility or inconsistency between attitudes or between behavior and attitudes. The theory argued that inconsistency is uncomfortable and that individuals will try to reduce the discomfort and thus, the dissonance. How people cope with cognitive dissonance depends on several factors. The theory proposed that how hard we'll try to reduce dissonance is determined by three things: (1) the importance of the factors creating the dissonance, (2) the degree of influence the individual believes he or she has over those factors, and (3) the rewards that may be involved in dissonance. If the factors creating the dissonance are relatively unimportant, the pressure to correct the inconsistency will be low. However, if those factors are important, individuals may change their behavior, conclude that the dissonant behavior isn't so important, change their attitude, or identify compatible factors that outweigh the dissonant ones. How much influence individuals believe they have over the factors also affects their reaction to the dissonance. If they perceive the dissonance is something about which they have no choice, they won't be receptive to attitude change or feel a need to do so. If, for example, the dissonance-producing behavior was required as a result of a manager's order, the pressure to reduce dissonance would be less than if the behavior had been performed voluntarily. Although dissonance exists, it can be rationalized and justified by the need to follow the manager's orders-that is, the person had no choice or control. Finally, rewards also influence the degree to which individuals are motivated to reduce dissonance. Coupling high dissonance with high rewards tends to reduce the discomfort by motivating the individual to believe that there is consistency.

The three components that make up an attitude are ________ components.

Cognitive, affective and behavorial

Explain why communication is important to managers and organizations. What five functions does it serve?

Communication serves five major functions: management, motivation, emotional sharing, persuasion, and information exchange. Communication acts to manage employee behavior in several ways. Organizations have authority hierarchies and formal guidelines that employees are expected to follow. For instance, when employees are required to communicate any job-related grievance first to their immediate manager, to follow their job description, or to comply with company policies, communication is being used to manage. But informal communication also controls behavior. When work groups tease a member who's working too hard or producing too much (making the rest of the group look bad), they're informally controlling the member's behavior. Communication encourages motivation by clarifying to employees what is to be done, how well they're doing, and what can be done to improve performance if it's not up to par. As employees set specific goals, work toward those goals, and receive feedback on progress toward goals, communication is required. For many employees, their work group is a primary source of social interaction. The communication that takes place within the group is a fundamental mechanism by which members share frustrations and feelings of satisfaction. Communication, therefore, provides a release for emotional expression of feelings and for fulfillment of social needs. Communication can also be used to persuade others to act a certain way or change their beliefs about something. For example, managers may use persuasion to convince their team that the organization is truly committed to diversity. Finally, individuals and groups need information to get things done in organizations. Communication provides that information. None of these five functions is more important than the others. For groups to work effectively, they need to manage the members, motivate members to perform, provide a means for emotional expression, persuade them to do certain things and make decisions. You can assume that almost every communication interaction that takes place in a group or organization is fulfilling one or more of these five functions.

Explain formal and informal communication within an organization.

Communication within an organization is described as formal or informal. Formal communication refers to communication that takes place within prescribed organizational work arrangements. For example, when a manager asks an employee to complete a task, that's formal communication. Another example of formal communication occurs when an employee communicates information or a problem to his or her manager.Informal communication is organizational communication not defined by the organization's structural hierarchy. When employees talk with each other in the lunch room, as they pass in hallways, or as they're working out at the company wellness facility, they engage in informal communication. Employees form friendships and communicate with each other. The informal communication system fulfills two purposes in organizations: (1) it permits employees to satisfy their need for social interaction, and (2) it can improve an organization's performance by creating alternative, and frequently faster and more efficient, channels of communication.

If everyone who's faced with a similar situation responds in the same way, we can say the behavior shows ________.

Consensus

Susan has a reputation of being fair, helpful, and understanding. She even helped her subordinate overcome a personal crisis. Which one of the following dimensions of leadership is Susan displaying here?

Consideration

Shaun is the manager of a warehouse operated by a department store. He is trusted by his subordinates because he shares information freely, is reliable, and shows extremely good judgment while handling any type of crisis. Shaun is also known to be very protective of his staff. Which dimensions of trust is he exhibiting?

Consistency, loyalty, and openness

Bridget prefers rule-regulated, orderly, and unambiguous activities. She doesn't have a lot of imagination but could be described as conforming and efficient. Which one of the following describes Bridget's personality?

Conventional

As the employees began to leave the meeting room, some were overheard grumbling that those at the top were just profiteers, that it didn't make any difference to Leona if employees lost their jobs. Which barrier to effective communications do these statements represent?

Defensiveness

Which one of the following leadership styles describes a leader who provides little direction or support?

Delegating

When Fred recently met with the employees to let them know the product schedules and what he expected of them, he displayed which one of the following leadership styles?

Directive

________ justice is the perceived fairness of the amount and allocation of rewards among individuals.

Distributive

Describe and explain the different directions of communication flow within an organization.

Downward communication flows from a manager to employees. It's used to inform, direct, coordinate, and evaluate employees. Managers use downward communication when they assign goals to their employees, provide employees with job descriptions, inform them of organizational policies and procedures, point out problems that need attention, or evaluate their performance.Upward communication flows from employees to managers who rely on their employees for information. Some examples of upward communication include performance reports prepared by employees, suggestion boxes, employee attitude surveys, grievance procedures, manager-employee discussions, and informal group sessions in which employees have the opportunity to discuss problems with their manager or representatives of top-level management.Communication that takes place among employees on the same organizational level is called lateral communication. In today's dynamic environment, horizontal communications are frequently needed to save time and facilitate coordination. Cross-functional teams rely heavily on this form of communication interaction. However, conflicts can arise if employees don't keep their managers informed about decisions they've made or actions they've taken.Diagonal communication crosses both work areas and organizational levels. Because of its efficiency and speed, diagonal communication can be beneficial. Increased e-mail use facilitates diagonal communication. In many organizations, any employee can communicate by e-mail with any other employee, regardless of organizational work area or level, even with upper-level managers. However, diagonal communication also has the potential to create problems if employees don't keep their immediate managers informed.

In a short essay, identify four traits associated with leadership and give an example of each

Drive-leaders exhibit a high effort level. They have a relatively high desire for achievement; they are ambitious; they have a lot of energy; they are tirelessly persistent in their activities; and they show initiative. Bill Gates built Microsoft into a successful corporation. b. Desire to lead-leaders have a strong desire to influence and lead others. They demonstrate the willingness to take responsibility. Managers seeking promotions generally have a desire to lead. c. Honesty and integrity-leaders build trusting relationships between themselves and followers by being truthful or non-deceitful and by showing high consistency between word and deed. Sherron Watkins blew the whistle on Enron. d. Self-confidence-followers look to leaders for an absence of self-doubt. Leaders, therefore, need to show self-confidence in order to convince followers of the rightness of their goals and decisions. Steve Jobs had confidence in himself and his employees. e. Intelligence-leaders need to be intelligent enough to gather, synthesize, and interpret large amounts of information, and they need to be able to create visions, solve problems, and make correct decisions. Jack Welch of GE was a very intelligent man. f. Job-relevant knowledge-effective leaders have a high degree of knowledge about the company, industry, and technical matters. In-depth knowledge allows leaders to make well-informed decisions and to understand the implications of those decisions. Steve Jobs knew the electronics industry and market very well. g. Extraversion-leaders are energetic, lively people. They are sociable, assertive, and rarely silent or withdrawn. Herb Kelleher of Southwest Airlines was extraverted. h. Proneness to guilt-guilt proneness is positively related to leadership effectiveness because it produces a strong sense of responsibility for others. Mary Barra of General Motors has accepted corporate guilt for the poor quality of GM cars amid numerous recalls.

At his last performance evaluation, Elliott agreed to earn 20 continuing education credits before his next annual review. Ten months later, he still has not earned any. From this lack of action, we can infer that ________.

Elliott was not committed to the goal

It is very difficult to ruffle Doreen's feathers. She has been called a rock, steadfast, slow to anger, calm in the middle of the storm. Doreen is high in ________.

Emotional stability

The ability to sense how others are feeling is known as ________.

Emphaty

________ is a performance measure of both the efficiency and effectiveness of employees.

Employee productivity

Which one of the following is true for the communication process?

Encoding takes place before the message reaches the medium.

The ________ element in the definition of motivation is a measure of intensity, drive, and vigor.

Energy

McGregor's Theory Y assumes that employees ________.

Enjoy work

Some people are motivated and some are not.

False

The goas of OB are to

Explain, predict and influence behavior

Eliminating any reinforcement that's maintaining an undesirable behavior is called ________.

Extinction

The toddler knew if he held his breath his parents would yield to his demands. But this time they returned to their newspapers and gave the child no further notice. These parents were engaging in ________.

Extinction

The Big Five Model of personality includes ________.

Extraversion

Joseph, a line manager at a production facility, believes that his workers have little drive and will not work unless he pushes them. Therefore, he closely monitors and controls their work and disciplines those who do not meet his standards. Joseph is a Theory Y manager.

FALSE

An email read receipt is sufficient feedback to indicate the message has been received and understood.

FASE

When a person tells his or her manager what the manager wants to hear, which one of the following barriers to effective interpersonal communication is the person using?

FILTERING

"All attractive people are productive. Abigail is attractive; therefore, Abigail is productive." This is an example of the halo effect.

False

According to Maslow's hierarchy of needs theory, lower-order needs are predominantly satisfied internally while higher-order needs are satisfied externally

False

According to the University of Michigan studies, leaders who are production oriented are described as emphasizing interpersonal relationships and as taking a personal interest in the needs of their followers.

False

According to the goal-setting theory, a generalized goal of "do your best" will produce a higher output than specific, challenging goals.

False

Cognitive theories are leadership theories that identified behaviors that differentiated effective leaders from ineffective leaders.

False

Consensus refers to whether an individual displays different behaviors in different situations.

False

Despite the quantity of empirical evidence in its support, managers have largely ignored Herzberg's two factor theory when designing jobs.

False

Effective leaders do not need a high degree of knowledge about the company, industry, and technical matters.

False

Emotional intelligence appears to be relevant for positions that must work in isolation.

False

Evidence suggests goal-setting theory is directly related to job satisfaction

False

Evidence supports that job enrichment is by far the best method to motivate employees

False

Goal-setting theory works well as a motivator in cultures that are high in uncertainty avoidance.

False

High self-monitors can't adjust their behavior and there's high behavioral consistency between who they are and what they do.

False

Highly engaged employees tend to have higher absenteeism but work harder when they are present.

False

In the Big Five Model, emotional security was found to be positively related to job performance.

False

In the job characteristics model, task significance refers to the degree to which a job requires completion of a whole and identifiable piece of work

False

In the study of motivation, quality is irrelevant to the energy element.

False

Job satisfaction is a better predictor of voluntary turnover than organizational commitment.

False

Low levels of perceived organizational support lead to lower turnover.

False

Making jobs smaller and more specialized is the most effective way of motivating employees.

False

More than the other motivational theories, Maslow's hierarchy of needs has universal application

False

Operant behavior is reflective or unlearned behavior

False

Operant conditioning happens when we take any sort of action.

False

Organizational behavior is concerned only with group interactions.

False

People with a high need for achievement strive for the trappings and rewards of success rather than for personal accomplishment.

False

Perceived organizational support is the degree to which an employee identifies with a particular organization and its goals

False

Research clearly indicates that the Theory Y manager is more effective in motivating employees than the Theory X manager.

False

As manager of a large team of engineers, you notice that your team is falling short of its goals primarily because several team members are either not motivated to put in their best or are downright dissatisfied with their jobs. You have decided to follow Herzberg's two-factor theory to motivate your employees. What steps can you take to maximize motivation?

Frederick Herzberg's two-factor theory (also called motivation-hygiene theory) proposes that intrinsic factors are related to job satisfaction, while extrinsic factors are associated with job dissatisfaction. Further, he argues that data suggested that the opposite of satisfaction was not dissatisfaction, as traditionally had been believed. Removing dissatisfying characteristics from a job would not necessarily make that job more satisfying (or motivating). Herzberg proposed that a dual continuum existed: The opposite of "satisfaction" is "no satisfaction," and the opposite of "dissatisfaction" is "no dissatisfaction." Following this theory, you can motivate employees who show no dissatisfaction by emphasizing motivators, the intrinsic factors having to do with the job itself. These factors include achievement, recognition, work itself, responsibility, advancement, and growth. However, to motivate dissatisfied employees, the extrinsic factors associated with job dissatisfaction must first be addressed. These factors can include supervision, company policy, relationship with supervisor, working conditions, salary, relationship with peers, personal life, relationship with subordinates, status, and security. Once the dissatisfaction has been removed, you can maximize motivation by emphasizing the intrinsic factors.

You are acting as manager and mentor to Melanie, an employee who has been identified as a high achiever. According to McClelland's three-needs theory, which one of the following measures would most help you motivate Melanie to do her best?

Giving her a job that holds her personally responsible for finding solutions to problems

The words "I am the master of my fate. I am the captain of my soul" are consistent with someone who ________

Has an internal locus of control

Which one of the following is true of a person who believes that "the ends justify the means"?

He is likely to be high in Machiavellianism

Alex was classified as an achievement-oriented leader by his team. Which one of the following would describe Alex's leadership style best?

He sets challenging goals and expects subordinates to perform at their highest level

People in the accounting department generally arrive 15 minutes early. So does Valerie, who is late today. This situation shows ________.

High consensus

As a flower arranger, Beth doesn't have to wait for someone to tell her. She can look at an arrangement and know whether she did a good job. Beth's job has ________.

High feedback

If you like yourself, then your personality would be described as having ________.

High self-esteem

Herzberg called the factors that create job dissatisfaction ________ factors; when these factors are adequate, people won't be dissatisfied, but they won't be satisfied either.

Hygiene

William says he never really gets a vacation any more. One likely explanation for his statement is ________.

IT has made it possible for people in organizations to be fully accessible at any time regardless of where they are

Describe the Big Five Model. List and discuss the five personality traits that are based on the Big Five Model of personality.

In recent years, research has shown that the five basic personality dimensions of the Big Five Model underlie all others and encompass most of the significant variation in human personality. The Big Five provide more than just a personality framework. Research has shown that important relationships exist between these personality dimensions and job performance. a. Extraversion-the degree to which someone is sociable, talkative, and assertive. b. Agreeableness-the degree to which someone is good-natured, cooperative, and trusting. c. Conscientiousness-the degree to which someone is responsible, dependable, persistent, and achievement oriented. d. Emotional stability-the degree to which someone is calm, enthusiastic, and secure (positive) or tense, nervous, depressed, and insecure (negative). e. Openness to experience-the degree to which someone is imaginative, artistically sensitive, and intellectual.

The economic recession of the last few years saw employees at the receiving end of job insecurity, layoffs, tight budgets, minimal or no pay raises, benefit cuts, no bonuses, and long hours doing the work of those who had been laid off. Assuming that you were a manager during these difficult times, how would you motivate your employees?

In tough economic circumstances like the last recession, managers must be creative in keeping their employees' efforts energized, directed, and sustained toward achieving goals. They should look at ways to motivate employees that didn't involve money or that were relatively inexpensive. They can rely on actions such as holding meetings with employees to keep the lines of communication open and to get their input on issues; establishing a common goal, such as maintaining excellent customer service, to keep everyone focused; creating a community feel so employees could see that managers cared about them and their work; and giving employees opportunities to continue to learn and grow. And, of course, an encouraging word always goes a long way.

By the time that Sandra had finished the presentation to the employees, she had spoken for one and one-half hours, shown 14 visual aids, and no one asked a question. The employees were probably dealing with which one of the following barriers to effective communication?

Information overload

Which one of the following motivating factors or concepts is important to all workers, regardless of their national culture?

Interesting work.

A person who believes that what happens to him is due to luck or chance is said to have a(n) ________.

Internal locus of control

In a short essay, explain two main communication challenges that new technology has created.

Managers are learning that new technology has created special communication challenges. The two main ones are (1) legal and security issues and (2) lack of personal interaction. Although e-mail is a quick and easy way to communicate, managers need to be aware of potential legal problems from inappropriate e-mail usage. Electronic information is potentially admissible in court. Security concerns are another issue managers face. Managers need to ensure that confidential information is kept confidential. Employee e-mails and blogs should not communicate-inadvertently or purposely-proprietary information. Corporate computer and e-mail systems should be protected against hackers (people who try to gain unauthorized access to computer systems) and spam (electronic junk mail). These are serious issues that managers and organizations must address if the benefits that communication technology offers are to be realized. Another communication challenge posed by the Internet age is the lack of personal interaction. Even when two people are communicating face-to-face, understanding is not always achieved. However, when communication takes place in a virtual environment, it can be really hard to achieve understanding and collaborate on getting work done. Some companies have gone so far as to ban e-mail on certain days of the week. Others have simply encouraged employees to collaborate more in person. Yet, there are situations and times when personal interaction isn't physically possible-when employees are spread across the continent or even across the globe. In those instances, real-time collaboration software (such as private workplace wikis, blogs, instant messengers, and other types of groupware) may be a better communication choice than sending an e-mail and waiting for a response.

Why are more and more companies empowering nonmanagerial employees?

Managers must cope with increased work demands.

What is open-book management? How is it effective in motivating appropriate employee behavior?

Many organizations of various sizes involve their employees in workplace decisions by opening up the financial statements (the "books"). They share that information so that employees will be motivated to make better decisions about their work and better able to understand the implications of what they do, how they do it, and the ultimate impact on the bottom line. This approach is called open-book management. The goal of open-book management is to get employees to think like an owner by seeing the impact their decisions have on financial results. Since many employees don't have the knowledge or background to understand the financials, they have to be taught how to read and understand the organization's financial statements. Once employees have this knowledge, however, managers need to regularly share the numbers with them. By sharing this information, employees begin to see the link between their efforts, level of performance, and operational results.

Which of these individuals would likely be classified as a servant leader?

Martin Luther King, Jr.

Michelle supervises six very diverse workers. They are male, female, older, younger, different ethnic groups and nationalities, and in different life stages. How might Michelle use the various theories of motivation to keep her workers inspired?

Michelle should learn from each of her subordinates what is important to them and what need on Maslow's hierarchy is motivating each one. This will enable her to tailor assignments to their individual skill sets and individualize the rewards to help each worker to meet his/her personal goals. She will make sure the hygiene factors are not causing dissatisfaction and the motivating factors are present. When she determines which of McClelland's three needs is highest in each worker, she can incorporate the satisfaction of that need in the assignments. For example, a worker with a high need for affiliation can work on teams while one with a low nAff can work independently. She should make sure each worker understands how the assignments and rewards were decided and perceives the distribution of those rewards to be fair. By jointly setting difficult goals with each employee and obtaining genuine commitment to those goals, her workers are likely to put forth more effort. As each employee demonstrates the actions that lead to success, Michelle can offer praise and other non-monetary reinforcement. Some workers, especially the more experienced ones, will respond well to more autonomy in their job design; those with a desire for more work/life balance will appreciate flexibility. All will appreciate interesting work.

Which one of the following is true about motivating unique groups of workers?

Money and promotions are typically low on the priority list of professionals

Which one of the following is true about managing cross-cultural motivational challenges?

Most current motivation theories were developed in the United States by Americans and about Americans.

Define motivation and discuss the three elements of motivation.

Motivation refers to the process by which a person's efforts are energized, directed, and sustained toward attaining a goal. This definition has three key elements: energy, direction, and persistence. The energy element is a measure of intensity, drive, and vigor. A motivated person puts forth effort and works hard. However, the quality of the effort must be considered as well as its intensity. High levels of effort don't necessarily lead to favorable job performance unless the effort is channeled in a direction that benefits the organization. Effort that's directed toward, and consistent with, organizational goals is the kind of effort we want from employees. Finally, motivation includes a persistence dimension. We want employees to persist in putting forth effort to achieve those goals.

Fiedler's model assumed that the leader's style was fixed regardless of the situation.

true

Which one of the following is true for organizational citizenship behavior (OCB)?

OCB is discretionary behavior which promotes the effective functioning of the organization.

According to the Big Five Model of personality, a person who has a wide range of interests and is imaginative, fascinated with novelty, artistically sensitive, and intellectual is described as ________.

Open to experience

________ is a motivational approach in which an organization's financial statements are shared with all employees.

Open-book management

Darren enjoys many genres of music and art. He has visited several European countries. It is very likely Darren is high in ________.

Openness to experience

________ behavior is voluntary or learned behavior.

Operant

The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization is the employee's ________.

Organizarional commitment

What is organizational behavior? How can the study of organizational behavior help managers?

Organizational behavior is a field of study that is concerned specifically with the actions of people at work. It focuses primarily on two areas, individual behavior and group behavior. Group behavior includes norms, roles, team building, leadership, and conflict. The goals of organizational behavior are to explain, predict, and influence behavior. Managers need to be able to explain why employees engage in some behaviors rather than others, predict how employees will respond to various actions the manager might take, and influence how employees behave.

________ consists of all the patterns, networks, and systems of communication within an organization.

Organizational communication

Jeremy is not in the habit of deciding everything on his own. He involves his team in the decision-making process as much as possible. He believes in communicating clearly and is always ready to help his team to get the best out of them. Jeremy's leadership style will be classified as which one of the following?

Participating

According to the path-goal model, when Greg consults with the employees for suggestions prior to making a decision, he displays which one of the following leadership styles?

Participative

According to the path-goal theory, a manager who consults with subordinates and uses their suggestions exhibits what type of leadership behavior?

Participative

Which leadership theory asserts that a leader's job is to assist followers in attaining their goals and to ensure that their goals are compatible with the goals of the group or organization?

Path-Goal Theory

What is a key point of Holland's theory?

People in job environments compatible with their personality types should be more satisfied

________ is employees' general belief that their organization values their contribution and cares about their well-being.

Perceived organizational support

If your boss could be described as flexible, adaptable, and tolerant, he or she would probably score high on which one of the following aspects of the MBTI®?

Perceiving

________ is the process of organizing and interpreting sensory impressions to give meaning to the environment.

Perception

Matthew is worried that he will not be able to pay his mortgage and feed his family since he was laid off from his production job. Which one of Maslow's levels of need is a concern to Matthew?

Physiological

According to the three-needs theory, the need for ________ is the need to make others behave in a way that they would not have behaved otherwise.

Power

When a manager molds an individual's behavior by guiding his or her learning in graduated steps, he is using ________.

Sharping process

Flipping burgers at the local drive-thru is Marla's first job. She has no work experience, no marketable skills. Which one of the following would you suggest her manager do to keep Marla motivated to perform at her highest level?

Recognize her best performance with public praise.

When a young child emulates a professional sports star's behavior, what kind of power does the star have over the child?

Referent

________ power is the power that arises because of a person's desirable resources or personal traits.

Referent

________ theory says that behavior is a function of its consequences

Reinforcement

Jill has tried hard to build good rapport with her employees and knows each of their families. She encourages her employees to work hard, but to be certain to take time out for themselves and their families. Fiedler's contingency model would classify Jill as ________ oriented.

Relationship

According to Herzberg's two-factor theory, which one of the following is a motivator?

Responsibility

The influence of models depends on how well an individual remembers the model's behavior. This refers to the individual's ________.

Retention process

According to Maslow's hierarchy of needs theory, when an employer provides his employees health insurance, he is taking care of their ________ needs.

Safety

Which one of the following needs is a lower-order need in Maslow's hierarchy of needs theory?

Safety

Sam is the manager at a department store. He has 20 employees working for him who are mostly unhappy and discontented with the way he threatens them for even minor errors. Which one of the following statements is likely to be true about Sam?

Sam is using coercive power to get the job done

Which one of the following is true about Herzberg's two-factor theory?

Satisfaction is not the opposite of dissatisfaction.

Which of these actions will help firms reduce data breaches?

Securing Wi-Fi system

Which one of the following needs is the highest in Maslow's hierarchy of needs theory?

Self-actualization needs

The rest of the world sees problems; Martin sees opportunity and believes in his ability to capitalize on the opportunity. He made money in real estate and lost it when the recession hit. But soon he found another way to earn a living and has become wealthy again. Martin is high in ________.

Self-esteem

________ is a personality trait that measures an individual's ability to adjust his or her behavior according to external situational factors

Self-monitoring

________ is the tendency for individuals to attribute their own successes to internal factors such as ability or effort while putting the blame for personal failure on external factors such as luck.

Self-serving bias

Which one of the following leadership styles describes a leader who provides both directive and supportive behavior?

Selling

Sandy is very good at precise work. She does not tire of repetitive work as easily as some of the others. However, when faced with a new problem that requires an innovative solution, her performance is not satisfactory. Sandy's personality is likely to be classified as a(n) ________ type.

Sensing

The ________ leadership theory is a contingency theory that focuses on followers' readiness

Situational

According to the JCM, which three job characteristics are crucial to an employee experiencing meaningfulness of his or her work?

Skill variety, task identity, and task significance

In the context of Maslow's hierarchy of needs theory, when a company has a space where employees can meet during breaks and catch up with each other, the company is taking care of the employees' ________ needs.

Social

Donna has just moved to the city from a small town and gets a job as an assistant in a law firm. Not being very familiar with the way things work in the corporate world, she watches her colleagues closely and tries to learn from their mistakes and achievements. This can be described as ________.

Social learning

"Everyone knows Plutonians are sneaky little wretches who will steal you blind if you aren't careful. Polly is a Plutonian. Therefore, Polly is a thief." This line of reasoning is typical of ________.

Sterotyping

When people judge someone on the basis of their perception of a group to which that person belongs, they are using the shortcut called ________.

Sterotyping

Richard is the manager of the sales department in his company. He notices that several of the salespeople reporting to him are taking it easy. Their focus is to just meet the sales target and take no extra initiative to improve sales or their individual performances. As a result, the department's performance is declining. Explain how Richard can encourage his salespeople to improve their performances using the shaping techniques.

Student answers may vary. The tendency to repeat learned behavior is influenced by reinforcement or lack of reinforcement that happens as a result of the behavior. Reinforcement strengthens a behavior and increases the likelihood that it will be repeated. Lack of reinforcement weakens a behavior and lessens the likelihood that it will be repeated. When a behavior is followed by something pleasant, it's called positive reinforcement. Positive reinforcement increases the likelihood that the desired behavior will be repeated. To positively reinforce good performances, Richard can offer an incentive for each sale above a certain target. Rewarding a response by eliminating or withdrawing something unpleasant is negative reinforcement. To negatively reinforce good performances, Richard can offer to do away with penalties for tardiness. The desired behavior (better performance) is being encouraged by the withdrawal of something unpleasant (penalties for tardiness). Punishment penalizes undesirable behavior and will eliminate it. To use punishment, Richard can penalize all salespeople who sell below a specified target each month. Eliminating any reinforcement that's maintaining a behavior is called extinction. When a behavior isn't reinforced, it gradually disappears. He could analyze the situation to find out what encourages the salespeople to perform poorly and then use extinction to eliminate the cause of the poor performance. However, as Richard is trying to encourage a positive behavior, he might not be able to use extinction. Both positive and negative reinforcement result in learning. They strengthen a desired behavior and increase the probability that the desired behavior will be repeated. Both punishment and extinction also result in learning but do so by weakening an undesired behavior and decreasing its frequency.

"The grapevine is detrimental to effective organizational communication and must be eliminated if the organization is to effectively engage its employees." Do you agree with this statement?

Student answers may vary. However, it is a fact that the grapevine, an informal organizational network is part of every organization. In fact, it is an important source of information for the company. This makes it imperative for companies to try to understand its dynamics. Acting as both a filter and a feedback mechanism, it pinpoints those bewildering issues that employees consider important. More importantly, from a managerial point of view, it is possible to analyze what is happening on the grapevine-what information is being passed, how information seems to flow, and which individuals seem to be key information conduits. By staying aware of the grapevine's flow and patterns, managers can identify issues that concern employees, and, in turn, use the grapevine to disseminate important information. Because the grapevine can't be eliminated, managers should "manage" it as an important information network. However, managers can minimize the negative consequences of rumors. They can do so by communicating openly, fully, and honestly with employees, particularly in situations where employees may not like proposed or actual managerial decisions. Studies show that this is likely to be effective in engaging employees.

According to the path-goal model, when Ginger spends time with the employees so they can see that she is friendly and has concern for them, she displays which one of the following leadership styles?

Supportive

A vision should offer clear and compelling imagery that taps into people's emotions and inspires enthusiasm to pursue the organization's goals.

TRUE

Communication can both inform the receiver and manage behavior.

TRUE

Credibility is the degree to which followers perceive someone as honest, competent, and able to inspire.

TRUE

The goals of organizational behavior can be stated as: If you can explain it, you can predict it. If you can predict it, you can influence it.

TRUE

Which one of the following is included in the class of contingency variables termed "environment" by the path-goal theory?

Task structure and formal authority system

Bonnie has had a bad day. She is venting to her supervisor about her problems. Bonnie is using communication to ________.

express her emotions

How can managers use the job characteristics model (JCM) to design jobs?

The JCM provides specific guidance to managers for job design. These suggestions specify the types of changes that are most likely to lead to improvement in the five core job dimensions. 1. Combine tasks: Put fragmented tasks back together to form a new, larger work module (job enlargement) to increase skill variety and task identity. 2. Create natural work units: Design tasks that form an identifiable and meaningful whole to increase employee "ownership" of the work. Encourage employees to view their work as meaningful and important rather than as irrelevant and boring. 3. Establish client (external or internal) relationships: Whenever possible, establish direct relationships between workers and their clients to increase skill variety, autonomy, and feedback. 4. Expand jobs vertically: Vertical expansion gives employees responsibilities and controls that were formerly reserved for managers, which can increase employee autonomy. 5. Open feedback channels: Direct feedback lets employees know how well they're performing their jobs and whether their performance is improving or not.

What does goal-setting theory tell us?

The goal-setting theory says that specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals. It says that working toward a goal is a major source of job motivation. Studies on goal setting have demonstrated that specific and challenging goals are superior motivating forces. Such goals produce a higher output than does the generalized goal of "do your best." The specificity of the goal itself acts as an internal stimulus. However, the conclusions of goal-setting theory apply to those who accept and are committed to the goals. Also, while participation is preferable to assigning goals when employees may resist difficult challenges, it is not always necessary for performance. Self-generated feedback has been shown to be a more powerful motivator than feedback coming from someone else. Three other contingencies besides feedback influence the goal-performance relationship: goal commitment, adequate self-efficacy, and national culture. First, commitment is most likely when goals are made public, when the individual has an internal locus of control, and when the goals are self-set rather than assigned. Next, self-efficacy refers to an individual's belief that (s)he is capable of performing a task. The higher your self-efficacy, the more confidence you have in your ability to succeed in a task. Finally, the value of goal-setting theory depends on the national culture. It's well adapted to North American countries because its main ideas align reasonably well with those cultures. Goal setting cannot be expected to lead to higher employee performance in countries where the cultural characteristics aren't like this.

Bill, a manager at a consulting firm, has been keenly analyzing the performance of a new recruit who turns out to be extremely intelligent. He concludes that she will be a good manager in the future even though her interpersonal skills are not half as impressive. This conclusion on Bill's part seems to be the result of ________.

The halo effect

By using ________, we form a general impression about a person based on only a single characteristic, such as intelligence or appearance

The halo effect

During the interview Ken was so impressed with Barbie's knowledge of aesthetic engineering he offered her the job on the spot. Unfortunately her job performance did not meet his expectations. Ken may have fallen victim to ________.

The halo effect

What is the role of the informal communication network in organizations? How can managers ensure that this network is beneficial to the organization?

The informal organizational communication network in organizations is known as the grapevine. The grapevine is active in almost every organization. It is an important source of information for employees, many of whom hear about important matters first through rumors or gossip on the grapevine. Acting as both a filter and a feedback mechanism, it pinpoints those bewildering issues that employees consider important. More importantly, from a managerial point of view, it is possible to analyze what is happening on the grapevine-what information is being passed, how information seems to flow, and which individuals seem to be key information conduits. By staying aware of the grapevine's flow and patterns, managers can identify issues that concern employees, and, in turn, use the grapevine to disseminate important information. Because the grapevine can't be eliminated, managers should "manage" it as an important information network.Rumors that flow along the grapevine also can never be eliminated entirely. However, managers can minimize the negative consequences of rumors by communicating openly, fully, and honestly with employees, particularly in situations where employees may not like proposed or actual managerial decisions.

A manager makes decisions very quickly and requires little information for making the decisions. Which of the following is a likely reason for this?

The manager is high in risk-taking

Which one of the following is true of filtering?

The more vertical levels in an organization, the more opportunities there are for filtering.

Adam has to tell the members of his department that the office hours have changed from flexible hours to a strict nine-to-five day. He calls a meeting to explain the change. Participants begin arguing and asking multiple questions about the new work time policy. The next day, Adam realizes that most people still do not have a clear idea about the change, as a result of the confusion at the meeting. Which one of the following explains why the message was not understood?

The noise in the process interfered with the transmission of the message

"In jobs today, employees rely more and more on those around them for information, advice, and assistance." Which one of the following approaches to job design best reflects this statement?

The relational perspective of work design

List the seven elements of the communication process and explain the process of interpersonal communication

The seven elements of the communication process are: (1) the communication source, (2) the message, (3) encoding, (4) the channel, (5) decoding, (6) the receiver, and (7) feedback. Before communication can take place, a purpose, expressed as a message to be conveyed, must exist. It passes between a source (the sender) and a receiver. The message is converted to a symbolic form (called encoding) and passed by way of some medium (channel) to the receiver, who retranslates the sender's message (called decoding). The result is the transfer of meaning from one person to another. The entire process is susceptible to noise-disturbances that interfere with the transmission, receipt, or feedback of a message. Typical examples of noise include illegible print, phone static, inattention by the receiver, or background sounds of machinery or coworkers. Anything that interferes with understanding can be noise, and noise can create distortion at any point in the communication process.

In a short essay, discuss the situational leadership theory developed by Paul Hersey and Ken Blanchard. Next, list and discuss the four specific leadership styles as defined by them.

The situational leadership theory is a contingency theory that focuses on followers' readiness. Hersey and Blanchard argue that successful leadership is achieved by selecting the right leadership style, which is contingent on the level of the followers' readiness. The emphasis on the followers in leadership effectiveness reflects the reality that it is the followers who accept or reject the leader. Regardless of what the leader does, effectiveness depends on the actions of his or her followers. And, readiness refers to the extent to which people have the ability and willingness to accomplish a specific task. The four specific leadership styles are as follows: a. Telling (high task-low relationship)-the leader defines roles and tells people what, how, when, and where to do various tasks. b. Selling (high task-high relationship)-the leader provides both directive and supportive behavior. c. Participating (low task-high relationship)-the leader and follower share in decision making; the main role of the leader is facilitating and communicating. d. Delegating (low task-low relationship)-the leader provides little direction or support.

Briefly describe three common communication networks, or patterns of communication, that emerge in organizations. Is any one network preferable to others? If so, why? If not, what factors decide which network is best for a particular situation?

The vertical and horizontal flows of organizational communication can be combined into a variety of patterns called communication networks.a. Chain network-Communication flows according to the formal chain of command, both downward and upward. If accuracy is important, the chain network works well.b. Wheel network-Communication flows between a clearly identifiable and strong leader and others in a work group or team. The leader serves as a hub through which communication passes. If having a strong, identifiable leader is important to the organization or work unit, the wheel network is the best communication network. Accuracy is also very high with the wheel network.c. All-channel network-Communication flows freely among all members of a work team. If high member satisfaction is a concern, the all-channel network is preferable.

Joe watches his youngest employees like a mother hen to make sure they stay on task and off their cell phones. Joe is behaving like a ________ manager.

Theory X

John knows his more experienced workers don't need him to "babysit" them; he trusts them to know what to do, how to do it, and to get it done on time. In this respect, John is a ________

Theory Y

When Alan was promoted to the head of the sales team at Mac Software Inc., he chose three of his closest friends in the team to form the core sales group with him. Which one of the following predictions would be consistent with the LMX theory?

There will be a higher turnover among team members who are not a part of the core group

Which one of the following is an accurate statement about transformational leaders?

They exhibit more than just charisma.

Which one of the following is true for active listeners?

They should not interrupt the speaker, but should feel free to ask questions about the topic.

Which one of the following is an example of a disturbance that interferes with the transmission of a message?

Thinking about the party you attended last night while sitting in a lecture.

In his speech the previous day, the new CEO had discussed his experience in the industry and his education. Carrie thought that the new CEO would do a great job given these characteristics, coupled with his good oratory skills and the fact that he just looked like a CEO. Carrie realized that she had been judging the new CEO in a manner consistent with the ________ theories of leadership.

Trait

Ulysses has difficulty staying focused during conversations, especially long "speech" type comments from the speaker. This is likely because ________.

Ulysses, like most listeners, can understand more words per minute than most talkers speak

Rachel's colleagues and subordinates have a very high regard for her. They know that no one can get high-quality work done the way Rachel can. She inspires her team to excel in their work, even exceeding their own expectations. What her subordinates like best about Rachel is that they are free to discuss her decisions with her, even question her once in while if they are not sure about her strategy. Which one of the following best describes Rachel's leadership style?

Transformational

A current and continuing concern of electronic communication is the possibility of being hacked.

True

A person who rates as being high in Machiavellianism would use any means to accomplish a task.

True

According to Maslow's hierarchy of needs theory, once a need is substantially satisfied, that need no longer motivates the individual.

True

According to the job characteristics model, combining fragmented tasks will help increase skill variety and task identity.

True

An effective way to increase the job satisfaction of customer service representatives is to increase the level of satisfaction among customers

True

An enriched job allows workers to do an entire activity with increased freedom, independence, and responsibility.

True

An important aspect of leadership is influencing a group to achieve its goals

True

Both positive and negative reinforcement result in learning.

True

Cognitive dissonance is any incompatibility or inconsistency between attitudes or between behavior and attitudes.

True

Despite the best efforts of researchers, it proved impossible to identify one set of traits that would always differentiate leaders from nonleaders.

True

Employees with a high level of job involvement strongly identify with and really care about the kind of work they do.

True

Extraversion is the degree to which someone is sociable, talkative, assertive, and comfortable in relationships with others.

True

Feelings of fair treatment impact an employee's job satisfaction.

True

Frederick Herzberg found that when employees were dissatisfied, they tended to cite extrinsic factors arising from the job context such as company policy and administration, supervision, interpersonal relationships, and working conditions.

True

High-involvement work practices is another term for employee empowerment

True

In equity theory, recent research shows that distributive justice has a greater influence on employee satisfaction than procedural justice.

True

Individuals who experience low job satisfaction are more likely to leave their jobs than individuals with high job satisfaction.

True

Individuals with low self-esteem are more susceptible to external influence than are people with high self-esteem.

True

Job enlargement refers to the horizontal expansion of a job by increasing job scope.

True

Job satisfaction tends to increase as income increases.

True

Managers using reinforcement theory to motivate employees should ignore, not punish, undesirable behavior.

True

Matching personalities of employees with the requirements of particular jobs leads to organizational success.

True

Organizational citizenship behavior impacts the success of the entire organization.

True

Professionals tend to be focused on their work as their central life interest, whereas nonprofessionals typically have other interests outside of work that can compensate for needs not met on the job.

True

Research indicates that satisfied employees have lower levels of turnover while dissatisfied employees have higher levels of turnover.

True

Research indicates that the desire to be treated with respect is important to almost all workers, regardless of national culture

True

Research indicates that, for the most part, pay-for-performance programs show positive results.

True

Satisfaction with one's job does not necessarily lead to lower absenteeism

True

The age of the perceiver can influence the perceiver's perceptions

True

The cognitive component of an attitude refers to the beliefs, opinions, knowledge, or information held by a person.

True

The term job design refers to the way tasks are combined to form complete jobs.

True

There is no reality beyond perception; we interpret what we see and call it reality.

True

Understanding the personality traits assessed by the MBTI® helps managers understand the way people interact and solve problems.

True

Andrew has been tracking how many positions he has to fill, and how many times he fills the same position. He is concerned that so many people are leaving his organization. Andrew is concerned about ________.

Turnover

For communication to be successful, meaning must be imparted and

Understood by the receiver

To help her new supervisors remember the concept of reinforcement theory, Carol told them to remember this: ________.

What gets rewarded gets repeated

A(n) ________ is a location where Internet users can gain wireless access to the Internet

Wifi-hotspot

According to Herzberg's two-factor theory, which one of the following is a hygiene factor?

Working conditions

An organization's grapevine works as ________.

a filter and a feedback mechanism for managers and employees

Which of these forms of communication is likely to convey the most meaning?

a live speech

In a short essay, list and discuss five personality traits (not the Big Five) that have proven to be powerful in explaining individual behavior in organizations.

a. People with an internal locus of control believe that they control their own fate. Those with an external locus of control see themselves as pawns, believing that what happens to them in their lives is due to luck or chance. Research evidence indicates that employees who rate high on externality are less satisfied with their jobs, more alienated from the work setting, and less involved in their jobs than are those who rate high on internality. b. A high-Machiavellian person is pragmatic, maintains emotional distance, and believes that ends can justify means. In jobs that require bargaining skills or that have substantial rewards for winning, high Machs are productive. In jobs in which ends do not justify the means or that lack absolute measures of performance, it's difficult to predict the performance of high Machs. c. People differ in the degree to which they like themselves. This trait, called self-esteem is directly related to expectations for success. High SEs believe they possess the ability to succeed at work. High SEs will take more risks in job selection and are more likely to choose unconventional jobs than are people with low SE. High SEs are more satisfied with their jobs. d. High self-monitors are very sensitive to external cues and can behave differently in different situations. They are capable of presenting striking contradictions between their public persona and their private selves. Low self-monitors cannot adjust their behavior. They tend to display their true dispositions and attitudes in every situation, and there's high behavioral consistency between who they are and what they do. e. People differ in their willingness to take chances. Differences in the propensity to assume risk have been shown to affect how long it takes managers to make a decision and how much information they require before making their choice. To maximize organizational effectiveness, managers should try to align employee risk-taking propensity with specific job demands.

List and discuss the barriers to effective communication that managers face. Include a specific example of each barrier to support your answer.

a. cognitivE-Information overload occurs when the amount of information a person is required to work with exceeds that individual's processing capacity. When this happens people tend to select out, ignore, pass over, or forget information. Or they may put off further processing until the overload situation is over. Filtering is the deliberate manipulation of information to make it appear more favorable to the receiver. For example, when a person tells his or her manager what the manager wants to hear, that individual is filtering information.b. Emotions-How a receiver feels when a message is received influences how he or she interprets it. Extreme emotions are most likely to hinder effective communication. In such instances, people often disregard rational and objective thinking processes and substitute emotional judgments. When people feel threatened, they tend to react in ways that reduce their ability to achieve mutual understanding. They may verbally attack others, make sarcastic remarks, be overly judgmental, and question others' motivesc. SOCIOCULTURAL-Words mean different things to different people. Age, education, and cultural background are three of the more obvious variables that influence the language a person uses and the definitions (s)he gives to words. People may speak the same language, but use of that language is far from uniform. Senders tend to assume that the words and phrases they use mean the same to the receiver as they do to them. This is incorrect.d. National culture-Interpersonal communication isn't conducted in the same way around the world. In the United States, communication patterns tend to be individually oriented and clearly spelled out. U.S. managers rely heavily on memoranda, announcements, position papers, and other formal forms of communication to state their positions on issues. In collectivist countries, such as Japan, there's more interaction for its own sake and a more informal manner of interpersonal contact.

In a short essay discuss the stages of readiness from the situational leadership theory developed by Hersey and Blanchard. Give an example for each stage.

a.R1-People are both unable and unwilling to take responsibility for doing something. They're neither competent nor confident. A person with no job skills and no desire to work falls into this state. b. R2-People are unable but willing to do the necessary job tasks. They're motivated but currently lack the appropriate skills. This may be a teen in her first job. c. R3-People are able but unwilling to do what the leader wants. The worker who claims "Not in my job description" is at this stage. d. R4-People are both able and willing to do what is asked of them. These are the workers all supervisors seek-those who can and will do what is asked.

According to the three-needs theory, the need for ________ is the drive to succeed and excel in relation to a set of standards.

achievement

Lately Francesca has been setting challenging goals and expecting subordinates to perform at their highest level. According to the path-goal model, she is acting as a(n) ________ leader.

achievement-oriented

The need for ________ is similar to Maslow's need for ________.

achievement; self-actualization

Listening for full meaning without making premature judgments or interpretations is called ________.

active listening

According to the three-needs theory, the need for ________ is the desire for friendly and close interpersonal relationships

affiliation

Edward is the cheerleader type, always smiling, never makes an unkind statement, always looks for the good in people and situations. Edward is high in ________.

agreeableness

In the Big Five Model of personality, ________ refers to the degree to which someone is good-natured, cooperative, and trusting.

agreeableness

Over the years, managers at Wilson's Retail have discovered that the sales staff in the retail areas have the best insights into what customers want and how they shop. Wilson's uses these insights to design its retail spaces and decide which products to stock. To make the sharing of information easier, Wilson's encourages an open communication network, where information flows freely between and among staff and managers. Which one of the following communication networks does Wilson's use?

all channel

If a company is concerned with achieving high member satisfaction for all the participants in a network, which one of the following communication networks is best? All-channel network

all-channel network

When MediFax was a small company, information flowed freely from the sales force to all areas of the home office. This most closely represents the ________.

all-channel network

The equity theory proposes that ________.

an employee compares his or her job's input-outcomes ratio with that of relevant others and then takes steps to correct any inequity

People with high self-esteem

are more likely to take unpopular stands

Bernard expects his employees to "check their brains at the door." He does all the thinking, makes all the decisions, and issues commands to his subordinates. Bernard uses the ________ style of leadership.

autocratic

The "telling" style of Hersey and Blanchard is most like the ________ style of the University

autocratic

In the job characteristics model, the dimension of ________ refers to the degree to which a job provides substantial freedom, independence, and discretion to the individual in scheduling the work and determining the procedures to be used in carrying it out.

autonomy

Studies tell us that younger men place more importance on having ________ in their jobs, while younger women seek ________.

autonomy; convenience and flexibility

Researchers who train individuals to use charismatic nonverbal behaviors do not recommend ________.

avoiding eye contact

The goal-setting theory has the most value when ________.

commitment to goals is made public

Because rumors that flow along the grapevine can never be eliminated entirely, managers can minimize the negative consequences of rumors by ________.

communicating openly and honestly with employees

When coworkers need help, they ask Edwina. She seems to know more about the job than everyone. She graduated with high honors from college and continues to learn all she can about a variety of interests. Edwina would score high in ________.

conscientiousness

Reviews of the major studies undertaken to test the overall validity of Fiedler's model have shown ________.

considerable evidence to support the model

According to the Ohio State studies, the ________ dimension of leader behavior is defined as the extent to which a leader has job relationships characterized by mutual trust and respect for group members' ideas and feelings.

consideration

The path-goal theory is a(n) ________ model of leadership that extracts key elements from the expectancy theory of motivation

contingency

The process through which the symbols of a message are translated by the receiver into a form that (s)he can understand is called ________.

decoding

Active listening...

demands total concentration

Barbara solicits input from her subordinates before making decisions that will affect them. She often praises them for good work and gently offers suggestions to improve their performance. Barbara uses the ________ style of leadership.

democratic

When Bob discovered Tom had a larger paycheck for the same amount of effort, his concern centered on ________ justice.

distributive

________ communication is communication that flows from a manager to his employees.

downard

Jon is the manager of the Finance department. He has to inform the employees in the department about the introduction of a new analytical software and the resultant changes in procedures. Which one of the following types of communication does he use?

downward

One general conclusion that surfaces from leadership research is that ________.

effective leaders do not use any single style

Which one of the following helps an individual to understand the actual content of a message?

emphaty

The University of Michigan studies used the two dimensions of ________ and ________ to study behavioral characteristics of leaders.

employee oriented; production oriented

The goal-setting theory states that ________.

employee participation in goal-setting is not always necessary for ensuring performance

During the communication process, the message is converted to a symbolic form. This process is called ________.

encoding

Leaders that exhibit change-oriented behavior tend to ________.

encourage innovative thinking

According to research, employees who have a high internal locus of control ________.

exhibit more satisfaction with their jobs than externals

In the expectancy theory, ________ is the probability perceived by the individual that exerting a given amount of effort will lead to a certain level of performance.

expectancy

Juan is the person employees go to when knowledge of a topic was needed. Juan holds ________ power.

expert

Tamera is the person employees go to when they need help with difficult work problems, as with software applications. Tamera holds ________ power.

expert

Your firm's attorney exercises ________ power when giving legal advice

expert

Sarah needs funding to research the efficacy of a certain drug for the treatment of cancer. Though her initial trials have been inconclusive, Sarah is sure that the drug will prove to be effective. However, the organizations she plans to approach for funding will not be very impressed with the results of the previous trials and may withhold funding. Sarah decides to structure her proposal in such a way that she emphasizes the positives about the drug and minimizes the negative information. Which one of the following best describes Sarah's technique for writing her proposal?

filtering

When employees confront information overload, they may resort to ________.

filtering

________ is the deliberate manipulation of information to make it appear more favorable to the receiver.

filtering

Making the language in a message ________ increases the likelihood of the receiver understanding the intent.

fit the audience

To maximize motivation among today's workforce, managers need to think in terms of ________.

flexibility

Early research on leadership traits ________.

focused on characteristics that might differentiate leaders from nonleaders

The vice president wrote a letter to the employees announcing the opening of a new production facility. This is an example of which type of organizational communication?

formal

When Sam went to the human resource manager and applied for transfer to the new facility, he was participating in which type of organizational communication?

formal

When a manager asks an employee to complete a task, (s)he is using ________ communication.

formal

In the all-channel network, communication flows ________.

freely among all members of a formal work team

"He could do it if he wanted to. He just doesn't like that part of his job, that's all." A statement like this from a supervisor indicates ________.

funadamental atrribution error

Underestimating the influence of external factors and overestimating the influence of internal factors when making judgments about others is known as the ________.

fundamental attribution error

In which of these countries is a manager more likely to be very specific in their communication?

germany

Teresa called her work group together, explained the instructions for the new machine, and left. Later, after one of the workers had jammed the machine and injured a coworker, she discovered the worker had not followed the instructions. This problem may have been avoided if Teresa had ________.

had the workers reword the instructions and repeat them to her

In the job characteristics model, task significance refers to the degree to which a job ________.

has a substantial impact on the lives or work of other people

Emotional intelligence has been shown to be ________ related to job performance ________.

positively;at all levels

Kevin is a whirlwind as a research and development supervisor. His colleagues are surprised that even though he makes decisions very quickly and always with less information than others, his decisions are as good as anybody else's. This information implies that Kevin has ________.

high risk-taking ability

A person who can adapt and adjust behavior to external factors has __

high self-monitoring

The last worker in the assembly line put on the tires and tightened the lug nuts. When asked what he did, he replied, "I build tractors." For this worker, his position included ________.

high task identity

"We can't pay much but our clients could not manage without people like you in their lives." This statement indicates that the position has ________.

high task significance

According to the University of Iowa behavioral studies, group members' satisfaction levels were generally ________.

higher under a democratic leader than under an autocratic one

The most dominant component of credibility is ________.

honesty

The employees at KLM Company are complaining that the supervisors tend to pick favorites within their departments. Company policies are not equally enforced and the favorites are not disciplined for safety violations. These employees are complaining about ________.

hygiene factors

The cognitive dissonance theory proposes that the intensity of the desire to reduce dissonance is determined by ________.

importance, influence, and rewards

Wilhelmina would like a raise, but every time she asks for one she is turned down. Wilhelmina should ________.

improve her persuasion skills

Noise can occur ________.

in all forms of communication

Brandon is telling his coworkers what he learned at the technical seminar he recently attended. Brandon is using communication to ________.

inform

Organizational communication that is not defined by the organization's structural hierarchy is known as ________ communication.

informal

The ________ communication system within an organization permits employees to satisfy their need for social interaction with their peers.

informal

A(n) ________ occurs when the amount of data provided exceeds the recipient's processing capacity.

information overload

According to the Ohio State studies, ________ refers to the extent to which a leader is likely to define and shape his or her role and the roles of group members in the search for goal attainment.

initiating structure

Experienced employees that don't require close supervision may find task-oriented behavior in a new leader to be ________.

insulting

The dimension of trust that is used to describe honesty and truthfulness is ________.

integrity

From the firm's perspective, one of the drawbacks to social media is ________.

it can consume employee time and undermine productivity

The accountant told Ellen that he had difficulty understanding some of the technical terms used in her memorandum. These technical terms are commonly known as ________.

jargon

Connie sees her role as someone who provides direction and resources for her team then gets out of their way and lets them do their work however they think best. Connie uses the ________ style of leadership.

laissez-faire

Cross-functional teams rely heavily on ________ communication, which can be problematic if their managers are not kept informed about the decisions.

lateral

Many production employees began to talk among themselves about whether they wanted to transfer to a new production facility in a neighboring town. What type of communication is this?

lateral

Fiedler's dimension termed ________ is the degree of confidence, trust, and respect subordinates have for their leader.

leader-member relations

Fiedler would expect that the best leadership style was a function of ________.

leader-member relations, task structure, and position power

To measure a leader's style, Fiedler developed the ________.

least-preferred co-worker questionnaire

Kay is the supervisor that the employees go to for task-related decisions. Kay holds ________ power.

legitimate

Organizations with formalized goals, well-defined rules and procedures and cohesive work groups may require ________.

less formal leadership

People say she will be late for her own funeral. It doesn't matter whether it's a team meeting or a meeting with her son's teacher, Malinda will be late. But she always has a plausible reason, one that is never her fault. Malinda's behavior shows ________.

low distinctiveness

Though clearly capable, Martina does not seem very confident of herself. She is always unsure of whether she can handle assignments that are difficult and as a result ends up choosing jobs that are fairly straightforward and involve routine work. She is also susceptible to evaluations from other people. Martina seems to have ________.

low self-esteem

According to the three-needs theory, the best managers tend to be ________ in the need for ________

low; affiliation

All of the following are sources of leader power except ________.

status

Adrienne receives more attention and information from her supervisor than some of her coworkers. Because she feels "special," she puts more effort into her performance and scores higher on her evaluations. According to LMX theory, Adrienne is a ________.

member of the in-group

Alan has just given his subordinates a very difficult project. Now he is telling them he has every confidence they will be successful. Alan is using communication to ________.

motivate

Pat is very happy with her team of 15 customer care representatives who've all been consistently performing well. Customer feedback was impressive and Pat is planning to give them good bonuses this time around. As a manager, Pat believes it is important to let her subordinates know when she is happy with their work. She does so, and also calls a meeting to discuss what they can do to improve further. Pat is using communication for ________.

motivate

Many charismatic leaders exhibit some of the same behaviors as ________.

narcissists

Leaders of virtual teams ________.

need the ability to communicate support and leadership through writing

McGregor's Theory X assumes that employees ________.

need to be closely controlled to work effectively

"Any additional violations of company policy will result in escalating disciplinary action up to and including termination." This statement found on many corrective action forms, is an example of ________.

negative reinforcment

Disturbances that interfere with the transmission, receipt, or feedback of a message are called ________.

noise

The purchasing manager assigned to the team had already worked with Dan in the past. However, a difference of opinion had soured their relationship. As a result, the purchasing manager is unable to objectively evaluate and appreciate the various aspects of the current project described in the memorandum Dan prepared. This is an example of ________. Noise Laura sent a text message to Betty telling her that she would come by to pick her up after work so they could go shopping. Betty, however, made other plans for the evening thinking Laura was talking about going shopping the next day. Which one of the following best explains what went wrong with the communication?

noise

Jill Hammer is a single mother who has decided to seek work with your company. She enjoys social interaction but also values time with her children. As you consider whether she will be a good fit for your department, you decide that she is likely to find satisfaction in the job because it ________.

offers convenient and flexible work hours

George prepares a memorandum explaining the objectives of a newly created work team that he is expected to manage, and makes sure it reaches each team member. He is involved in ________.

organizational communication

The evidence supporting the superiority of transformational leadership over the transactional style is ________.

overwhelmingly impressive

In the expectancy theory, ________ is the degree to which the individual believes that performing at a particular level is instrumental in attaining the desired outcome.

performance-reward linkage

Holland's theory proposes that satisfaction is highest and turnover lowest when ________.

personality and occupation are compatible

In Maslow's hierarchy of needs theory, ________ needs form the lowest or foundational step in the hierarchy.

physiological

Fiedler's term ________ refers to the degree of influence a leader has over power-based activities.

position power

Studies show that employees are more likely to ________ if they are experiencing negative emotions.

remain silent

In general, workers with high levels of ability ________.

require minimal supervision

Clay is a transactional leader who can provide tangible rewards for good performance for his employees. Clay holds ________ power.

reward

Andrea closely monitors the job satisfaction of her subordinates because she believes ________.

satisfied workers are more productive

Though IT has improved organizational communications in recent years, ________ remains a major concern.

security

According to Maslow's hierarchy of needs theory, a person's needs for growth, achieving one's potential, and self-fulfillment constitute his or her ________ needs.

self-actualization

With its motto "Be All that You Can Be," the United States Army encouraged recruits to fulfill their ________ needs.

self-actualization

According to Maslow's hierarchy of needs theory, ________ needs are predominantly satisfied externally while ________ needs are satisfied internally

self-actualization; physiological

Don has been on the job only a few days. He still has a lot to learn but pays close attention whenever his job coach gives him tips. The best style for the job coach to use is ________.

selling

If an employee does not exhibit a desired behavior, a manager might use ________.

shaping to guide the employee to learn the desired behavior

Tammy often said "I seen", "we have went", and "it has ran". These phrases also appeared in her emails. Tammy wonders why she has not been given assignments with greater responsibility. What advice would you offer to Tammy?

sharpen your spekaing skills

One key to effective persuasion is to ________.

simplify a complicated topic

Research by Fiedler uncovered three contingency dimensions that define the key ________.

situational factors for determining leader effectiveness situational factors for determining leader effectiveness

Jargon is ________.

specialized terminology that members of a group use to communicate among themselves

In the job characteristics model, ________ refers to the degree to which a job requires completion of a whole and identifiable piece of work.

task identity

The degree to which the job assignments are formalized and proceduralized is the ________ contingency dimension identified by Fiedler.

task structure

According to Hersey and Blanchard, a high task-low relationship situation calls for the ________ leadership style.

telling

Chuck manages the front-end crew at a fast food restaurant. For most of his crew, this is their first job so they have very few job skills but also seem reluctant to perform. In this situation, Chuck should use the ________ style.

telling

In the Big Five Model of personality, conscientiousness refers to ________.

the degree to which someone is reliable, responsible, dependable, persistent, and achievement oriented

Goal-setting theory assumes that an individual is committed to the goal. Commitment is most likely when ________.

the individual has an internal locus of control

Trait theory ignores ________.

the interactions of leaders and their group members as well as situational factors

According to the path-goal theory, employee performance and leadership style are likely to be positively related when ________.

the leadership style compensates for shortcomings in either the employee or the work setting

Downward communication is communication that flows from a manager to employees

true

Ethical leaders place public safety ahead of profits.

true

While Victor was explaining a problem that was frustrating him, his manager smiled widely. Victor wanted to wipe the smirk off the manager's face in a none too friendly manner. What went wrong here?

the manager's non-verbal communication did not match the seriousness of the situation

Temporary workers are often motivated by ________.

the opportunity to become regular, full-time employees

Bonnie's boss has offered her baseball game tickets if she meets her sales goals this month. Bonnie looked at him in disbelief and did not put forth the effort to meet the goals. According to expectancy theory, from this we can surmise ________.

the reward had low valence for Bonnie

The Hawthorne Studies proved that ______

there is a correlation between job satisfaction and productivity

) In the context of the reinforcement theory, reinforcers are ________.

those consequences that immediately follow a behavior and increase the probability that the behavior will be repeated

Downward communication is used ________.

to coordinate and evaluate employees

Bill expects his employees to wonder "What's in it for me?" when he assigns extra tasks to them, so he is ready with an answer about the reward for their work. Bill is a(n) ________ leader.

transactional

A leader, such as Bill Gates of Microsoft, who can inspire followers above their own self-interests and can have a profound effect on their performance, is known as a(n) ________ leader.

transformational

A charismatic leader is likely seen as being self-confident and influential

true

A sender initiates a message by encoding a thought.

true

According to Fiedler's research, task-oriented leaders tended to perform better in situations that are very favorable to them and in situations that were very unfavorable.

true

Although constant accessibility and the erasure of geographic constraints have been made possible by IT, it is important for managers to consider the content of the message when selecting the method of communication.

true

Authentic leadership emphasizes the moral side of business.

true

Communication that takes place among employees on the same organizational level is called lateral communication.

true

In an effort to improve communication within the accounting department of a large organization, the department head puts a suggestion box at the door and invites employees to communicate their thoughts, ideas, concerns, or grievances to the managers in the department. Which one of the following methods of communication is he encouraging?

upward

________ communication keeps managers aware of how employees feel about their jobs, their coworkers, and the organization in general.

upward

In the expectancy theory, ________ is the importance that the individual places on the potential outcome or reward that can be achieved on the job.

valence

Rick believes that it might be more effective if incoming market-based information and outgoing responses and directions were to flow through a central figure, the regional sales manager for each region. He, therefore, prefers the ________ network for communication.

wheel

Deb has a high-pitched, childish-sounding voice. Her colleagues tend to avoid her and cringe when she speaks in department meetings. To improve her career success, Deb should ________.

work on her verbal intonation to lower her voice pitch