MANA Exam 3 Quizzes

_______ conflict management norms tend to avoid addressing conflict. - Active - Disagreeable - Agreeable - Passive - Strategic

Passive

In the PowerPoint slide show, a ___________ influence tactic was described as, "please do it for me." - Rational persuasion - Legitimization - Personal Appeal - Consultation

Personal Appeal

In the reading, "Lead at Your Best," the author suggests that you: - "select your followers carefully" - "choose your questions wisely" - "consider your flaws" - "work on your first response"

"choose your questions wisely"

A(n) _______ is a physical manifestation of an organization's culture. - Artifact - Enacted Value - Formal Practice - Assumption - Espoused Value

Artifact

According to the text, a subunit's ______________ is the extent to which it influences the work of other subunits and has a critical impact on the firm's key product or service. - referent power - uncertainty - substituitability - centrality - resource scarcity

Centrality

One conclusion of the Ohio State studies was that a leader who focuses on subordinates' feelings and ideas is exhibiting: - Consideration behavior - employee-centered leader behavior - job-centered leader behavior - Task-oriented leader behavior - initiating-structure behavior

Consideration behavior

Jim strongly disagrees with a new program that is being developed and wants to prevent the program from moving forward. Jim manages to fill up with the department meeting agenda with other issues, so the new program is therefore not discussed. Which political behavior technique has Jim used? - Using outside experts - Controlling decision parameters - Controlling the agenda - Controlling information - Game playing

Controlling the agenda

If a business strategy and corporate culture are pulling in two different directions, the ______ will win ___________. - Culture, unless the strategy is extremely good - Culture, no matter how good the strategy is - Strategy, no matter how strong the culture is - Strategy, unless the culture is really strong

Culture, no matter how good the strategy is

___________ values and norms are the preferred values and norms explicitly stated by the organization. - Espoused - Enacted - Assumed - Artifact - Formal

Espoused

According to the text, charismatic leadership may create which of the following ethical concerns? - New employees are shunned until they demonstrate allegiance to the leader - Profit levels rise to immoral levels - Followers engage in inappropriate behaviors because of blind faith in the leader - Greater concern is given to employees than customers - Decision making is slowed because of a constant focus on the future

Followers engage in inappropriate behaviors because of blind faith in the leader

Giving people information that they did not ask for is a broadcast technique called__________ - Information pull - Information Push - Data Processing - Information overload - Data mining

Information push

The path-goal theory and the LPC model are illustrative of the perspective in which: - Leadership traits are seen to vary according to the situation - Leadership effectiveness depends on the characteristics of the situation. - Nearly all situations benefit from strong task-oriented leadership - Leadership is viewed as having a set of traits possessed by effective leaders - Leadership is viewed as having a set of behaviors displayed by effective leaders

Leadership effectiveness depends on the characteristics of the situation.

_____ power is granted by virtue of one's position in the organization. - Coercive - Reward - Legitimate - Referent - Expert

Legitimate

An organization's culture takes a ______________ time to evolve, and it takes a ___________ time to change it. - Moderate, moderate - Short, long - long, long - short, short - long, short

Long, long

In a _____________ culture, people rely on words to carry meaning. - Collectivistic - Individualistic - Low-context - High-context - None

Low-context

According to the text, each of the following is associated with transformational leaders EXCEPT - recognizing a need for change - creating a vision to guide change - executing change - managing routine work - having tremendous influence

Managing routine work

According to the text, what is the most important way that people become socialized in organizations? - Corporate statements - Formal Training - Observing Behavior of Others - Corporate Pamphlets - None of these

Observing Behavior of Others

The desire to control, influence, or be responsible for others is called a need for _____. - approval - power - affiliation - achievement - domination

Power

John helps you on your work today, so you help him tomorrow. This action reflects the operation of which of the following influence principles? - Altruism - Reciprocity - Whistle-blowing - None of these

Reciprocity

A manager's ability to influence subordinates' behavior as a result of the employees' personal liking of admiration of the manager is referred to as: - Coercive power - Referent Power - Reward Power - Legitimate Power

Referent power

According to the text, which type of task interdependence requires that the tasks be performed in a certain order? - Reciprocal interdependence - Verbal Interdependence - Sequential interdependence - Pooled interdependence - Non-verbal interdependence

Sequential Interdependence

Vroom's decision tree approach to leadership focuses on which aspect of leader behavior? - Subordinate participation in decision making - Streamlining communication patterns - Clarification of lines of authority - Meeting subordinates personal needs - Balancing task and relationship activities

Subordinate participation in decision making

In the article about cultural differences in communication, Russian speakers will do what when asked "How are you?" - Ignore the question - Tell you the actual truth - Laugh - Become angry

Tell you the actual truth

Which leadership style of Hersey and Blanchard model consists of providing direction and defining roles? - Selling - Delegating - Situational - Telling - Participating

Telling

According to the Leadership Grid, who would be the MOST effective leader? - he manager who is always trying to improve worker production. - The Leadership Grid does not identify a most effective style. - The manager who always chats with employees and constantly strives to improve worker production - The manager who always takes time to chat with employees. - The manager who rarely takes time to get to know employees.

The manager who always chats with employees and constantly strives to improve worker production

Once a receiver provides feedback to a sender, the sender and the receiver have engaged in - nonverbal communication - two-way communication - verbal communication - body language - one-way communication

Two-way communication

Organizational culture helps people in organization's understand... - Which types of problems are likely to arise in their company. - How to improve their relations with customers. - Which actions are considered acceptable and unacceptable. - Why their firm is outperforming the competition - When best to socialize new employees

Which actions are considered acceptable and unacceptable.

The attribution model of leadership, described in the PowerPoint slide shows, differs from other leadership models that it: - has considerable empirical support - emphasizes personality factors and not the situation - abandons the traditional notion of leadership - is very practical-oriented

abandons the traditional notion of leadership

According to the PowerPoint slide show, the basic difference between verbal and non-verbal messages in interpersonal communication is that non-verbal messages: - Are easier for someone to lie than non verbal messages - are more accurate across different languages and cultures - are more limited in the information they present - are generally more positive

are more limited in the information they present

According to the PowerPoint slide shows, the leader-member exchange model (LMX) ______ - is based on subordinate contributions and leader inducements - confirms the dual structure of task and relationship behaviors by leaders. - stresses the point that not all relationships between supervisors and their subordinates are the same. - illustrates the situational nature of leadership, particularly in service firms. - clarifies the role of communication in the leadership process.

stresses the point that not all relationships between supervisors and their subordinates are the same.