Welch Test 3
False
. Coercive power is power based on an agent's ability to control rewards that a target wants, such as salary increases, bonuses, and promotions.
True
1. A key to recognizing functional conflict is that it is often cognitive in origin. a. True b. False
True
1. Reward power leads to better performance, but only as long as the employee sees a clear and strong link between performance and rewards.
true
1. The meaning of work is the way a person interprets and understands the value of work as part of life. a. True b. False
It is not the same as in organizational position
10. Which of the following is true of a job? a. It refers to a sequence of organizational positions over time. b. It is not the same as an organizational position. c. It is not related to work in any way. d. It refers to a specific mental or physical activity that has productive results.
in which value comes from performance and for which a person is accountable.
12. According to the six patterns people follow in defining work, Pattern A people define work as an activity: a. in which value comes from performance and for which a person is accountable. b. that is physically and mentally strenuous. c. a person must do that is directed by others and generally performed in a working place. d. constrained to specific time periods that does not bring positive affect through its performance.
prevent or resolve dysfunctional conflict
12. The key to conflict management is: a. to prevent or resolve dysfunctional conflict. b. to discourage functional conflict. c. to enhance creativity in an organization. d. to improve work relationship between two parties.
work content and job content
14. According to the Work Value Scales study, the two common basic work dimensions across cultures are: a. work content and job context. b. career aspiration and organizational path. c. job growth and work scope. d. living status and business value.
It breaks down group cohesion
14. Which of the following is a negative consequence of conflict in an organization? a. It breaks down group cohesion. b. It translates into increased productivity. c. It is cognitive in origin. d. It motivates change.
Agent
15. In the context of power, the person using power is known as a(n) _____. a. agent b. target c. philanthropist d. altruist
It helps individuals develop a better awareness of themselves
15. Which of the following statements is true of functional conflict? a. It can often lead to aggressive acts specifically directed at peers. b. It is emotional and behavioral in origin. c. It helps individuals develop a better awareness of themselves. d. It takes the focus away from the work to be done.
it is often emotional or behavioral in origin.
16. A key to recognizing a dysfunctional conflict is that: a. it arises from thinking of new ways to approach problems. b. it arises from someone challenging old policies. c. it is often cognitive in origin. d. it is often emotional or behavioral in origin.
Power
17. Enlarging an individual's zone of indifference is best accomplished with _____. a. authority b. ingratiation c. power d. consultation
work simplification
17. Scientific management, an approach to work design, emphasizes: a. work simplification. b. job context. c. job enlargement. d. work ethics.
both are complementary systems of action in organizations
18. According to John Kotter, which of the following is true of leadership and management? a. Both involve planning and budgeting. b. Both involve setting organizational direction. c. Both deal with problem solving. d. Both are complementary systems of action in organizations.
both are complimentary systems of action in organiazations
18. According to John Kotter, which of the following is true of leadership and management? a. Both involve planning and budgeting. b. Both involve setting organizational direction. c. Both deal with problem solving. d. Both are complementary systems of action in organizations.
Zone of indifference
18. If a manager makes a request to his or her employee and the employee thinks that the manager has no right to make that request, then the request falls outside the employee's: a. political behavior. b. zone of indifference. c. referent power. d. job content.
the difficulty of coordinating work within a organization
19. Job enlargement was developed to overcome: a. technostress resulting from job enrichment. b. the ambiguity associated with the Job Characteristics Model. c. the difficulty of coordinating work within an organization. d. employees' lack of motivation due to job rotation.
Management Process
19. The _____ involves planning and budgeting, organizing and staffing, and controlling and problem solving. a. specialization process b. management process c. leadership process d. functional process
True
2. The first studies of leadership attempted to identify what physical attributes, personality characteristics, and abilities distinguished leaders from other members of a group. a. True b. False
False
2. To use reward power effectively, employees must believe that a manager has the right to tell them what to do.
personality
20. Leader _____ characteristics that have been examined include originality, adaptability, introversion- extroversion, dominance, self-confidence, integrity, and conviction. a. personality b. ability c. insight d. speech fluency
abilities
21. With regard to leader _____, attention has been devoted to such constructs as social skills, intelligence, scholarship, speech fluency, cooperativeness, and insight. a. personalities b. abilities c. relationships d. attitudes
common resources
22. One of the causes of conflict related to an organization's structure is _____. a. personalities b. perceptions c. cultural differences d. common resources
referent
23. In the context of interpersonal forms of power, charismatic individuals are often thought to have _____ power. a. reward b. legitimate c. referent d. expert
It causes role ambiguity for followers
23. Which of the following is true of the laissez-faire leadership style? a. It requires a hands-on approach. b. It helps leaders clearly define goals and outcomes. c. It leads to lower interpersonal conflicts at work. d. It causes role ambiguity for followers.
Goal differences
23. Which of the following structural conflicts occurs when individuals do not have knowledge of another department's objectives? a. Interdependence b. Goal differences c. Status inconsistency d. Jurisdictional ambiguity
authority relations
24. Which of the following is a cause of conflict related to an organization's structure? a. Authority relations b. Skills and abilities c. Values and ethics d. Perceptions
They are most often individualistic and respected by a target
24. Which of the following is true of people who use referent power? a. They are most often individualistic and respected by a target. b. They internalize what they observe. c. They learn from managers they perceive to be experts. d. They influence their top management teams in ways that are profitable for their
They are most often individualistic and respected by the target
24. Which of the following is true of people who use referent power? a. They are most often individualistic and respected by a target. b. They internalize what they observe. c. They learn from managers they perceive to be experts. d. They influence their top management teams in ways that are profitable for their
authority relations
25. As organizations move toward the team approach and empowerment, there should be less potential for conflict from _____. a. cultural differences b. goal differences c. authority relationships d. status inconsistencies
A target must trust that the expertise given is accurate
25. For expert power to work, _____. a. a target must trust that the expertise given is accurate. b. the knowledge involved must be relevant and useful to an agent. c. an agent and a target must agree that the agent has the right to influence the target. d. an agent's perception of a target as an expert is crucial.
Expert Power
26. In the context of interpersonal power, _____ is called the power of future. a. legitimate power b. referent power c. expert power d. social power
Expert Power
27. Which of the following powers has the strongest relationship with performance and satisfaction? a. Reward power b. Legitimate power c. Referent power d. Expert power
Virtual teams are not immune to conflict
28. Which of the following statements is true of intragroup conflict? a. Conflicts within a team can never be functional. b. Face-to-face interactions hinder the development of trust. c. Virtual teams are not immune to conflict. d. Telephone conversations early on cannot eliminate later conflicts in virtual
role senders
29. In the context of intrapersonal conflicts, the individuals who place expectations on a person are _____. a. role producers b. role delegators c. role incumbents d. role senders
Leader-member relations
29. _____, the quality of interpersonal relationships among a leader and the group members, is measured by the Group-Atmosphere Scale. a. Nonprogrammed decisions b. Reality-distortion fields c. Programmed decisions d. Leader-member relations
supportive style
30. A(n) _____ of behavior is used when a leader needs to express concern for followers' well-being and social status. a. supportive style b. directive style c. participative style d. achievement-oriented style
interrole conflict
30. Aaron is studying in elementary school. He falls sick, and Martin, Aaron's father is immediately called to take Aaron home. Martin has an important meeting to attend at work and there is no one else available to take Aaron home. This is an example of _____. a. interrole conflict b. intrarole conflict c. person-role conflict d. interpersonal conflict
achievement oriented style
31. A(n) _____ of behavior is used when a leader must set challenging goals for followers and show strong confidence in those followers. a. supportive style b. directive style c. participative style d. achievement-oriented style
Intrarole Conflict
31. Uma's department head asks her to socialize less with nonmanagement employees. Uma is also told by her project manager that she can be a better team member by socializing more with other nonmanagement team members. This is an example of _____. a. interrole conflict b. intrarole conflict c. person-role conflict d. interpersonal conflict
Distributive Justice
32. Anne, a manager, increases the salary of Susan, one of her employees, by 30 percent because she likes Susan. But for the others, she increases the salary by only 20 percent. In this scenario, Anne's behavior is unethical as it violates the criteria of: a. individual rights. b. utilitarian outcomes. c. distributive justice. d. principled dissent.
other people provide cues we use to understand the work envirorment
32. The social information-processing model of job design has four basic premises about the work environment. One such premise is that: a. other people provide cues we use to understand the work environment. b. self-evaluation is the only way to judge what is important in our jobs. c. objective job characteristics are unimportant and do not affect organizational workers' motivation. d. other people's feedback, both positive and negative, should be ignored.
defining moments
32. When intrapersonal conflicts challenge individuals to choose between right and right, the decision presents _____. a. bending moments b. defining moments c. functional conflicts d. dysfunctional conflicts
Personal Power and Social Power
33. According to McClelland, the two faces of power are: a. coercive power and reward power. b. legitimate power and illegitimate power. c. personal power and social power. d. interpersonal power and intrapersonal power.
They help people crystallize their values and serve as opportunities for personal growth
33. Which of the following statements is true of defining moments? a. They help people crystallize their values and serve as opportunities for personal growth. b. They reduce the potential for conflict within a role or between roles. c. They create healthy, constructive disagreements between two or more people. d. They can arise from many individual differences, including personalities and perceptions.
It emphasizes the social context of work
33. Which of the following statements is true of the social information-processing model of job design? a. It emphasizes the social context of work. b. It is based on the job characteristics theory. c. It is an ergonomics-based model of job design. d. It says that what a person thinks of his or her own job is important.
role analysis and identifying values of an organization
34. Actions that are effective in managing intrapersonal conflict include: a. role analysis and identifying values of an organization. b. identification of the power networks in an organization. c. field analysis and personality inventory analysis. d. identification of functional and dysfunctional conflict.
lower job satisfaction
34. In comparison with other approaches to job design, which of the following is most likely a negative outcome of the mechanistic approach? a. Lower job satisfaction b. Greater chance of errors c. Greater chance of mental stress d. Higher financial costs due to changes
Vroom Yetton Jago normative Decision model
34. _____ recognizes the benefits of authoritative, democratic, and consultive styles of leader behavior. a. The situational decision making model b. Vroom-Yetton-Jago normative decision model c. The rational decision making model d. Fiedler's contingency theory of leadership
help buffer the negative effects of stress that stem from role conflicts
35. In the context of managing intrapersonal conflicts, political skills can: a. help people crystallize their values and serve as opportunities for personal growth. b. help understand power networks in organizations. c. help resolve conflicts by enabling an individual to direct anger toward someone who is not the source of the conflict. d. help buffer the negative effects of stress that stem from role conflicts.
They can create a climate conducive to the ethical use of power
35. In the context of positive versus negative power, which of the following is true of dissenters? a. They can serve as checks on powerful people outside an organization. b. They can prevent the exposure of wrongdoings within an organization. c. They can sway employees in favor of an organization. d. They can create a climate conducive to the ethical use of power.
industrial pschyology
35. The ergonomics-based motivational approach to job design is grounded in: a. experimental psychology. b. mechanical engineering. c. chemical biology. d. industrial psychology.
industrial psychology
35. The ergonomics-based motivational approach to job design is grounded in: a. experimental psychology. b. mechanical engineering. c. chemical biology. d. industrial psychology.
Greater Job Involvement
36. In comparison with other approaches to job design, which of the following is most likely a positive outcome of the motivational approach? a. Lesser chance of mental stress b. Higher personnel utilization levels c. Decreased training time d. Greater job involvement
interpersonal conflict
36. Shayla is a dissatisfied customer who feels she has been cheated by Martin, a salesman. She confronts him angrily and demands a refund. This scenario is an example of a(n) _____. a. person-role conflict b. interpersonal conflict c. work-role conflict d. interrole conflict
They have an active, other directed element
36. Which of the following is true of Kanter's symbols of power? a. They can only identify weak people in organizations. b. They have an active, other-directed element. c. They are used for budget cutting. d. They are used to create motivation.
Increased training involvement
37. In comparison with other approaches to job design, which of the following is most likely a negative outcome of the motivational approach? a. Lower motivation b. Lower job involvement c. Increased training time d. Higher absenteeism
normative decision model
37. The key to the _____ is that a manager should use the decision method most appropriate for a given decision situation. a. situational decision making model b. normative decision model c. rational decision making model d. contingency theory of leadership
role conflict
38. _____ is a conflict evident for middle managers in which conflicting expectations are placed on the manager from bosses and employees. a. Negativism b. Functional conflict c. Role conflict d. Displacement
the leaders behaviors should be adjusted to the maturity level of the followers
38. Hersey & Blanchard's Situational Leadership model suggests that: a. leaders determine the appropriate level of employee participation in decision making. b. leaders adapt their behavior to fit the characteristics of the environment in which they work. c. the leader's behavior style helps followers achieve their goals. d. the leader's behavior should be adjusted to the maturity level of the followers.
it involves providing instructions and closely monitoring performance
39. In the context of the Situational Leadership model, which of the following is true of a telling style? a. It involves providing instructions and closely monitoring performance. b. It helps leaders determine the appropriate level of employee participation in decision making. c. It determines the team's effectiveness in work accomplishment. d. It attempts to balance a concern for people and production without a commitment to either.
selling style
40. When a follower is unable but willing and confident to do a task, the leader can use the _____, in which there is high task behavior and high relationship behavior. a. telling style b. selling style c. delegating style d. participating style
It encourages collective and cooperative working arrangements
40. Which of the following statements is true of the Japanese approach to job design? a. It emphasizes the positive affect, personal identity, and social benefits of work. b. It is very similar to the approach to job design used in North America. c. It encourages collective and cooperative working arrangements. d. It is dependent on a high degree of worker control.
Strategically undertaken to maximize self interest
41. The effects of political behavior in organizations can be negative when the political behavior is: a. seen as the only means by which to accomplish something. b. strategically undertaken to maximize self-interest. c. used for impression management. d. aligned with organizational goals.
Hierarchy and authority relationships are valued
42. Which of the following is a feature of the German approach to work? a. Emphasis is laid on a worker's personal identity. b. Hierarchy and authority relationships are valued. c. Management-labor cooperation is considered unimportant. d. Unionism among workers is discouraged.
administrative orbitiing
44. In the context of ineffective techniques for dealing with conflict, _____ is delaying action on a conflict by buying time, usually by telling the individuals involved that the problem is being worked on. a. administrative orbiting b. jurisdictional ambiguity c. due process nonaction d. character assassination
transformational leadership
45. In the context of inspirational leadership, _____ consists of the following four subdimensions: charisma, individualized consideration, inspirational motivation, and intellectual stimulation. a. autocratic leadership b. laissez-faire leadership c. transformational leadership d. transactional leadership
individual consideration
46. _____ refers to how much concern the leader displays for each follower's needs and acts as a coach or a mentor. a. Intellectual stimulation b. Individualized consideration c. Individual consultation d. Emotional intelligence
superordinate goal
47. An organizational goal that is more important to both parties in a conflict than their individual or group goals is a(n) _____. a. superordinate goal b. strategic goal c. intermediate goal d. operational goal
Integrator
48. In the context of changing structure of an organization, a(n) _____ is a liaison between groups with very different interests. a. integrator b. role incumbent c. team sender d. investigator
cross-functional teams
49. Using a _____ made up of members from different departments improves coordination and reduces delays by allowing many activities to be performed at the same time rather than sequentially. a. functional team b. cross-functional team c. resource oriented team d. self-directed team
They take on decisions and activities that traditionally belong to managers
49. Which of the following is true of self-managed teams? a. They take on decisions and activities that traditionally belong to managers. b. They have the ability to control rewards that a target wants. c. They believe that the institution is important and that its authority system is valid. d. They are comfortable influencing and being influenced.
False
5. Referent power is the power that exists when an agent has specialized knowledge or skills that a target needs. a. True b. False
It is a competitive, win- lose approach to negotiations
51. Which of the following is true of distributive bargaining? a. It causes negotiators to focus on their similarities. b. It is a competitive, win-lose approach to negotiations. c. It allows members from different departments to work together. d. It is a style low on both assertiveness and cooperativeness.
Flextime
51. _____ is an alternative work arrangement that is responsive to individual biorhythms. a. Work simplification b. Job enlargement c. Ergonomics d. Flextime
Electronic performance monitoring is used
52. Employees may experience technostress when: a. flextime is implemented. b. electronic performance monitoring is used. c. they are not given enough credit for their work. d. they are forced into job sharing.
Distributive Bargaining
52. In the context of confronting and negotiating, sometimes _____ causes negotiators to focus so much on their differences that they ignore their common ground. a. distributive bargaining b. nonaction c. integrative negotiation d. secrecy
Distributive bargainign
52. In the context of confronting and negotiating, sometimes _____ causes negotiators to focus so much on their differences that they ignore their common ground. a. distributive bargaining b. nonaction c. integrative negotiation d. secrecy
yes people
52. _____ are the most dangerous to a leader because they are the most likely to give a false positive reaction and give no warning of potential pitfalls. a. Yes people b. Survivors c. Alienated followers d. Sheep
false
Scientific management emphasizes job enrichment. a. True b. False
SS emphasizes teamwork and self-managed and autonomous work groups
Which of the following statements is true of sociotechnical systems (STS)? a. STS emphasizes teamwork and self-managed and autonomous work groups. b. STS is completely different from lean production methods. c. STS discourages social considerations in job design. d. STS is based on Taylor's scientific management approach to job design.
Telecommuting is a neither a cure all nor a universally feasible alternative
Which of the following statements is true of telecommuting? a. Telecommuting is neither a cure-all nor a universally feasible alternative. b. Managers who use telecommuting place a greater emphasis on the worker than the work. c. Telecommuting eliminates any chances of feeling a sense of social isolation. d. Teamwork is not possible through telecommuting.
Distributive bargaining is a win-lose approach to negotiations, whereas integrative negotiation is a win-win approach to negotiations.
53. Which of the following is a difference between distributive bargaining and integrative negotiation? a. Distributive bargaining is a win-lose approach to negotiations, whereas integrative negotiation is a win-win approach to negotiations. b. Distributive bargaining is collaborative in nature, whereas integrative negotiation is competitive in nature. c. Distributive bargaining works as a conflict management tool, whereas integrative negotiation intensifies a conflict. d. Distributive bargaining requires all the parties to act as allies to one another, whereas integrative negotiation requires that every party views every other party as a competitor.
environmental factors and technological factors
54. According to the guidelines for leadership, which of the following influence organizational performance? a. Consideration and initiating structure b. Concern for people and concern for products c. Position power and task structure d. Environmental factors and technological factors
When an issue is trivial or more important issues are pressing
57. In which of the following situations should the avoiding style of conflict management be used? a. When an issue is trivial or more important issues are pressing b. When quick, decisive action is vital c. When the objective is to learn d. When opponents with equal power are committed to mutually exclusive goals
False
6. For an agent to have referent power over a target, the agent should be superior to the target. a. True b. False
false
6. Transactional leaders inspire and excite followers to high levels of performance. a. True b. False
false
7. Transformational leadership results when a leader uses the force of personal abilities and talents to have profound and extraordinary effects on followers. a. True b. False
false
8. Administrative orbiting and secrecy are very effective conflict reduction techniques. a. True b. False
power
Enlarging an individual's zone of indifference is best accomplished with _____. a. authority b. ingratiation c. power d. consultation
rely on their personal attributes instead of their official position to manage followers
In the context of inspirational leadership, transformational leaders: a. rely on their personal attributes instead of their official position to manage followers. b. use rewards and punishment to strike deals with followers and shape their behavior. c. have great concern for people and little concern for production. d. attempt to balance a concern for people and production without a commitment to either.
