Management Ch: 13-16

Larger teams are more likely than small ones to have formal and autocratic leadership.

True

Management by wandering around helps reduce the distortion that occurs with formal communication flowing up a hierarchy.

True

Managers can stimulate cohesiveness in teams by encouraging people to have face-to-face exchanges at work.

True

Managers of virtual workers should arrange for them to meet regularly.

True

Modesty could be a reason that fewer women than men are in top leadership positions

True

More often than not, a male executive who wants the advice of an executive coach will turn to a woman.

True

One of the ways to improve communication is to show animation.

True

People comprehend less than half of a typical verbal message.

True

People tend to exert less effort when working in groups than when working alone, a tendency known as social loafing

True

Physical fitness, one of the biophysical traits, is considered to be a key leadership trait.

True

Referent power is more likely to be associated with leaders than with managers.

True

Shared leadership is the idea that all employees in an organization can engage in leader behavior.

True

Studies show that women in the workplace are better than men at teamwork and partnering.

True

Telework is a broad term than encompasses not just working from home but working from anywhere.

True

The grapevine is faster than formal channels of communication.

True

The main purpose of horizontal communication is coordination between and within work units.

True

The right of people not to reveal information about themselves is known as privacy.

True

When a subordinate recommends to her manager that their department get additional help for the inventory process, it is considered vertical communication.

True

Members of smaller teams tend to be more highly committed and satisfied.

TRUE

Telecommuting is more common for jobs that involve brain work requiring concentration and limited interruptions

TRUE

Becca asked Kevin, one of her team members, to purposefully think of and voice criticisms as the group discussed a popular idea to open a branch office in another state. This is an example of the use of A. devil's advocacy. B. groupthink. C. the dialectic method. D. storming. E. dysfunctional conflict.

A

In which of the following conditions should constructive conflict be stimulated? A. The group seems to be apathetic. B. Managers want to achieve work objectives. C. The group is adapting to change. D. Managers are in charge of self-managed teams. E. There is a lot of internal competition.

A

All of the following are tips from Peter Drucker for improving leadership except which? A. Change leadership styles according to the situation. B. Develop action plans that specify desired results. C. Listen first, speak last. D. Take responsibility for decisions. E. Focus on opportunities rather than problems.

A. Change leadership styles according to the situation.

Which of the following is one of the traits of a credible leader identified by Kouzes and Posner? A. Competent B. Relationship-oriented C. Competitive D. Extroverted E. Driven

A. Competent

Which of the following is not a norm of the Millennial generation? A. Desire to accept facts and authority at face value. B. Desire to experience new and different things. C. Desire to have personalized products and choice. D. Desire to keep things moving and interesting. E. Desire to have instant feedback.

A. Desire to accept facts and authority at face value.

The model that requires a manager to assess her own style and her situational control is A. Fiedler's contingency model. B. shared leadership model. C. the LMX model of leadership. D. House's path-goal theory. E. charismatic leadership theory.

A. Fiedler's contingency model.

Of the following, which medium is the least rich? A. Flier on a bulletin board. B. Instant messaging on the Internet. C. E-mail. D. Handwritten notes. E. Conference telephone calls.

A. Flier on a bulletin board.

______ is likely to cause a semantic barrier to communication. A. Jargon B. Technology C. Gossip D. The grapevine E. Rhetoric

A. Jargon

Which of the following is not a suggestion that may help you be a good listener? A. Memorize the details. B. Ask questions. C. Summarize remarks. D. Judge content, not delivery. E. Give a fair hearing.

A. Memorize the details.

Leader behaviors are one of the contingency factors in the path-goal leadership model

FALSE As Figure 14.2 indicates, two contingency factors, which are employee characteristics and environmental factors, cause some leadership behaviors to be more effective than others according to path-goal theory.

One weakness of the path-goal leadership model is that it ignores important employee characteristics like task ability and experience.

FALSE As Figure 14.2 indicates, two contingency factors, which are employee characteristics and environmental factors, cause some leadership behaviors to be more effective than others according to path-goal theory. Task ability and experience are some of the employee characteristics used in this model.

Employees who are having computer problems at Barbour Oil and Gas go to Colin rather than the IT department; he is just so efficient and friendly about helping out and is extremely knowledgeable. Here, Colin has referent power.

FALSE Colin has expert power that results from his specialized information or expertise. Expertise, or special knowledge, can be mundane, such as knowing work schedules and assignments of others. Or it can be sophisticated, such as having computer or medical knowledge.

Encoding is defined as an attempt to disguise a message so that only the desired recipient can interpret it.

FALSE Encoding is translating a message into understandable symbols or language

Eye contact signals the beginning of conversation; people typically tend to look at others when beginning to speak.

FALSE Eye contact signals the beginning and end of a conversation; there is a tendency to look away from others when beginning to speak and to look at them when done

Leaders benefit most from a relatively low degree of compliance among their followers.

FALSE Followers vary in their level of compliance with a leader, with helpers (most compliant), showing deference to their leaders, independents (less compliant) distancing themselves, and rebels (least compliant) showing divergence. Leaders clearly benefit from having helpers (and, to some extent, independents).

________ conflict is defined as interpersonal opposition based on personal dislike, disagreement, or differing styles. A. Personality B. Competitive C. Dysfunctional D. Communication E. Programmed

A. Personality

Claire wanted to tell her employee about the seminar, but she put the flier in a stack of papers and forgot about it until after the deadline to sign up. This is an example of what type of barrier to communication? A. Sender barrier B. Encoding barrier C. Medium barrier D. Feedback barrier E. Receiver barrier

A. Sender barrier

According to Kotter, companies manage complexity in which of the following ways? A. Solving problems B. Motivating people C. Lobbying the government D. Innovating new products E. Setting a direction

A. Solving problems

______ can be quite expensive, requiring a specially designed room with multiple cameras and high-definition video screens. A. Telepresence technology B. Telecommuting C. Videoconferencing D. Teleworking E. Netconferencing

A. Telepresence technology

Which of the following is appropriate for workplace e-mail? A. Trimming the sender's e-mail when replying. B. Complicated topics. C. Jokes. D. Informality and grammar errors. E. Sensitive personal issues.

A. Trimming the sender's e-mail when replying.

Which of the following is a disadvantage of smaller groups? A. Unfair work distribution B. Autocratic leadership C. Lower morale D. Tendency to form cliques E. Tendency to take unreasonable risk

A. Unfair work distribution

Which of the following is not a way in which nonverbal communication is expressed? A. Writing a thank-you note. B. Making someone wait an hour in the lobby. C. Looking away while talking to someone. D. Grimacing. E. Touching someone's shoulder.

A. Writing a thank-you note.

Rachel missed another deadline and her boss Keri is very upset. She will have to explain to the client again why the project is behind. Keri thinks she may say something she'll regret if she talks to Rachel about this now, so she decides to wait awhile. Keri is using the ______ conflict-handling style. A. avoiding B. collaborating C. compromising D. forcing E. accommodating

A. avoiding

The ______ leadership approaches attempt to determine the distinctive styles used by effective leaders. A. behavioral B. servant C. shared D. trait E. contingency

A. behavioral

Karl was put on probation for a string of customer complaints about his service and professionalism. His supervisor was using ______ power. A. coercive B. personalized C. referent D. reward E. expert

A. coercive

The process of translating a message into understandable symbols or language is called A. encoding. B. transforming. C. mediating. D. decoding. E. enriching.

A. encoding.

Channels of communications that follow the chain of command and are considered as official are termed A. formal. B. prescribed. C. vertical. D. horizontal. E. external.

A. formal.

Compensation is the most important factor for Millennials in choosing employment

FALSE For Millennials, at least as important as compensation are six types of rewards, expressed in order as high-quality colleagues, flexible work arrangements, prospects for advancement, recognition from one's company or boss, a steady rate of advancement and promotion, and access to new experiences and challenges.

Dave sat through the meeting feeling convinced his team was misinterpreting recent marketing research, but he didn't say anything. The team leader was a close friend. Plus, he didn't want to disrupt the team since he perceived himself to be the only one with reservations. Dave's team appears to be experiencing A. groupthink. B. storming. C. social loafing. D. norming. E. devil's advocacy.

A. groupthink.

DeAndre leads a task force developing specifications for a new customer database to be used by several departments. DeAndre is an IT supervisor, but most of the others are directors of other departments. At the first meeting, a few of them asked him questions he couldn't answer. According to the contingency model, DeAndre's situational control likely A. is low. B. is moderate. C. is high. D. is extremely high. E. cannot be determined from the information.

A. is low.

In the University of Michigan studies, leadership style is identified as A. job centered or employee centered. B. transactional or transformational. C. initiating structure or consideration. D. task oriented or relationship oriented. E. telling, selling, participating, or delegating.

A. job centered or employee centered.

The three least used influence tactics, according to a recent survey of employees, are A. legitimating, coalition tactics, and pressure tactics. B. inspirational appeals, rational persuasion, and consultation. C. rational persuasion, pressure tactics, and exchange. D. rational persuasion, coalition tactics, and upward appeals. E. inspirational appeals, coalition tactics, and pressure tactics.

A. legitimating, coalition tactics, and pressure tactics.

A person's characteristic speaking patterns, such as the use of pacing, pausing, questions, and stories, is known as a A. linguistics style. B. communication device. C. nonverbal model. D. horizontal communication. E. multicommunication.

A. linguistics style.

Someone at a team meeting who says, "Let's hear from those who oppose this plan" is performing a ______ role. A. maintenance B. social C. coordinator D. reorientation E. task

A. maintenance

Dysfunction conflict is sometimes called ______ conflict. A. negative B. irregular C. destructive D. aggressive E. apathetic

A. negative

If you want your writing to establish a common ground with the reader and make your overall argument stronger, you should order your arguments from A. negative to positive. B. most important to least important. C. least controversial to most controversial. D. least important to most important. E. positive to negative.

A. negative to positive.

The average speaker communicates about ______ as many words as the average listener can process. A. one-fourth B. half C. just D. twice E. four times

A. one-fourth

When Nielle saw Laura in the stockroom stuffing her purse with expensive printer cartridges, Laura was quick to say, "We've been friends since first grade, so I'm sure you won't say anything about this." This is an example of using a(n) A. personal appeal. B. legitimating tactic. C. pressure tactic. D. coalition tactic. E. exchange tactic.

A. personal appeal.

Craig's peers were surprised when he received a promotion and suddenly became their supervisor. They thought he was rather unreliable and weren't sure he was up to the task. According to the contingency model, Craig has A. poor leader-member relations. B. weak position power. C. poor worker facilitation. D. low task structure. E. unsuccessful leadership adaptation.

A. poor leader-member relations.

Members of a team develop their ______ based on the expectations of the team, of the organization, and of themselves. A. roles B. norms C. groupthink D. job descriptions E. social fit

A. roles

In the contingency model, if your leadership orientation does not match the situation in your workplace, Fiedler recommends that you A. try to move to a more suitable situation. B. alter your leadership style. C. take management classes to improve your power. D. get an assistant with the preferred orientation. E. gradually change the makeup of your subordinates.

A. try to move to a more suitable situation.

Faisal is something of a cheerleader around his team. He describes the great things he knows the group can accomplish, is quick to compliment the work of his staff, and is enthusiastic about their successes. According to revised path-goal theory, Faisal is using a(n) ______ leadership style. A. value-based B. path-goal clarifying C. interaction facilitation D. achievement-oriented E. relationship-oriented

A. value-based

A manager who is directing her subordinate about work tasks is communicating A. vertically. B. horizontally. C. externally. D. through the grapevine. E. informally.

A. vertically.

The disadvantage of the ______ conflict-handling style is that it is very time consuming. A. avoiding B. collaborating C. compromising D. forcing E. accommodating

B

Executives at Davidson Engineering want to let middle managers know that the company is going to be acquired by its largest competitor. Assuming any of the following are possible, how should executives communicate this? A. Send a memo to all managers. B. Call a meeting of managers. C. Post a notice on all bulletin boards. D. Send an e-mail to all managers. E. Schedule a conference phone call.

B. Call a meeting of managers.

______ is the conflict-handling style that strives to devise solutions that benefit both parties. A. Avoiding B. Collaborating C. Compromising D. Forcing E. Accommodating

B. Collaborating

Which of the following is not appropriate to include in the conclusion of a speech? A. A signal phrase to cue listeners about the wind-up. B. Details you forgot from earlier. C. A call to action. D. "Thank you." E. A little upbeat story.

B. Details you forgot from earlier.

______ have a global mind-set that recognizes that the Internet is opening new markets and recharging existing ones. A. Situational leaders B. E-leaders C. Shared leaders D. Transactional leaders E. Web-based leaders

B. E-leaders

According to House's revised path-goal theory, a leader's style should vary depending on which of the following? A. Positional power B. Environmental factors C. Situational control D. Organizational readiness E. Leader-member relations

B. Environmental factors

Top-down reading strategies include which of the following? A. Read everything you can that is related to your industry. B. Formulate specific questions you want the reading to answer. C. Summarize findings for your subordinates. D. Get deeply into the details, where the meat of most writing is. E. Test yourself on what you've read.

B. Formulate specific questions you want the reading to answer.

Which of the following is characteristic of workgroups with too little conflict? A. Dissatisfaction B. Indecision C. Political infighting D. Lack of teamwork E. Turnover

B. Indecision

Which of the following is a disadvantage of larger groups? A. Less creativity and innovation B. Less commitment C. More division of labor D. Fewer resources E. Fewer cliques

B. Less commitment

A manager who literally wanders around her organization and talks with people across all lines of authority is doing A. COO. B. MBWA. C. MBO. D. TQM. E. JIT.

B. MBWA.

_______ is about coping with complexity and ______ is about coping with change. A. Middle management; top management B. Management; leadership C. Attitude; perception D. Leadership; management E. Perception; attitude

B. Management; leadership

Which of the following is not a personal barrier to communication? A. A small vocabulary B. Obsolete technology C. Lack of credibility D. Different frame of reference E. Large ego

B. Obsolete technology

Which of the following indicates how official communications should be routed? A. Grapevine B. Organization chart C. Lateral networks D. Corporate culture E. Personnel files

B. Organization chart

Which of the following is a contingency approach to leadership? A. Michigan model B. Path-goal leadership model C. Servant leadership model D. Ohio State model E. Leader-member exchange model

B. Path-goal leadership model

______ is designed to elicit different opinions without inciting people's personal feelings. A. Groupthink B. Programmed conflict C. Social loafing D. Storming E. Dysfunctional conflict

B. Programmed conflict

Karen, the manager of a branch location of a large travel firm, treated company resources as if they were her own and her employees even better. She cared about the staff deeply and even organized international volunteering activities to promote their growth. Karen could best be described as which type of leader? A. Situational B. Servant C. Laissez-faire D. Shared E. Transactional

B. Servant

Which of the following is a "do" when attempting to improve communication? A. Close your eyes. B. Smile. C. Look away from the speaker. D. Speak very slowly. E. Turn away from the speaker.

B. Smile.

Which of the following is not a reason to enforce norms? A. To clarify role expectations. B. To create a written document of behavioral guidelines for new employees. C. To help the group survive. D. To emphasize the group's important values. E. To help individuals avoid embarrassing situations.

B. To create a written document of behavioral guidelines for new employees.

Which of the following is a behavioral leadership approach? A. Servant leadership model B. University of Michigan leadership model C. Path-goal leadership model D. Transformational leadership E. Leader-member exchange model

B. University of Michigan leadership model

Hannah is on a team with Carson, and they are often in conflict. Hannah likes to begin her work with careful planning and she gets started immediately. Carson, on the other hand, likes trying out several ideas, and tends to be working frantically at the last minute. Their team conflict most likely stems from A. time pressure. B. a personality clash. C. communication failure. D. ambiguous jurisdictions. E. inconsistent goals.

B. a personality clash.

Generally, people comprehend about ______ of a typical verbal message. A. 5% B. a third C. half D. two-thirds E. all

B. a third

The conflict-handling style in which a person allows the desires of another to prevail is known as A. forcing. B. accommodating. C. avoiding. D. collaborating. E. compromising.

B. accommodating.

Most people tend to ______ when conveying bad news or negative feedback. A. smile B. avoid eye contact C. nod their heads D. lean forward E. yawn

B. avoid eye contact

A(n) ________ listener tries to determine the rationale of the speaker's argument, preferring logical presentations without interruptions, focusing on relationships among ideas, and waiting until all information is available before expressing opinions. A. evaluative B. comprehensive C. appreciative D. empathetic E. impartial

B. comprehensive

Toyota's automobile recall problems may have been rooted in the difference between Japanese and American attitudes about A. ambiguity. B. conflict. C. advocacy. D. division of labor. E. performance.

B. conflict.

The influence tactic most likely to result in the enthusiastic commitment of employees is A. legitimating tactics. B. consultation. C. ingratiating tactics. D. coalition tactics. E. personal appeals.

B. consultation.

The dean at Corbin Business College disseminated a new five-year strategic plan to department chairs. This is an example of A. external communication. B. downward communication. C. corporate communication. D. horizontal communication. E. informal communication.

B. downward communication

When your intended message is sent accurately in the least amount of time, you are a(n) A. economical communicator. B. efficient communicator. C. formal communicator. D. collaborative communicator. E. effective communicator.

B. efficient communicator.

Managerial leadership is defined as the process of influencing others to understand and agree about what needs to be done and the process of A. minimizing the impacts of environmental change on the organization. B. facilitating individual and collective efforts to accomplish shared objectives. C. motivating others to achieve extraordinary levels of performance. D. creating a vision and a strategic plan for an organization. E. striving for constructive change by setting a direction for the future.

B. facilitating individual and collective efforts to accomplish shared objectives.

The introduction to a business speech should A. contain at least one joke. B. get right to the point. C. contain a phrase like, "I'm honored to be here." D. contain significant details of the presentation. E. contain an unrelated story to catch the interest of the audience.

B. get right to the point.

When members of a group are friendly and tight-knit but unable to disagree enough to properly appraise alternatives, they are said to be experiencing A. paradigm paralysis. B. groupthink. C. social loafing. D. the dialectic method. E. devil's advocacy.

B. groupthink.

Leticia supervises a group of customer service representatives. Leticia is respected and well liked by her staff, and she has worked hard to make sure all of them known how to do the job very well. She is responsible for all staffing and reward decisions in her department. In the contingency model, Leticia has A. low task structure. B. high situational control. C. low leader-member relations. D. low position power. E. high expert power.

B. high situational control.

Galen wants to change the CEO's mind about seeking an outside firm to which they could outsource the customer service phone center. He decides to write a proposal, including a variety of arguments to support of his idea. Here, Galen should order his ideas from A. most important to least important. B. least controversial to most controversial. C. negative to positive. D. positive to negative. E. least important to most important.

B. least controversial to most controversial.

The questionnaire used in Fiedler's model to determine leadership orientation is called the A. Myers-Briggs type inventory. B. least preferred coworker scale. C. tolerance of ambiguity questionnaire. D. Type A behavior scale. E. path-goal survey.

B. least preferred coworker scale.

The power that managers have resulting from their formal positions within organizations is called ______ power. A. referent B. legitimate C. reward D. coercive E. expert

B. legitimate

Power deriving from one's personal attraction is called ______ power. A. legitimate B. referent C. reward D. coercive E. personalized

B. referent

Tracy is outgoing, warm, and truly inspirational when she talks about where she wants to lead her division. Her employees seem eager to do anything she asks. Because of her personality and not her position, Tracy has ______ power A. legitimate B. referent C. reward D. coercive E. expert

B. referent

A(n) ______ form of media allows receivers to observe multiple cues, such as body language and tone of voice, and allows senders to get feedback. A. encoded B. rich C. dense D. complex E. formal

B. rich

The statement, "Single old ladies are cat people," reflects a(n) A. accepted generalization. B. stereotype. C. finding of the grapevine. D. type of jargon. E. statement of fact.

B. stereotype.

Marielle points out during the meeting that the group has fallen a half hour behind schedule according to the agenda, and should get back to the important work at hand. She is performing a ______ role. A. relational B. task C. maintenance D. social E. production

B. task

Savannah leads a task force charged with restructuring the order-processing system in the organization. The task force is composed of her peers over whom she has little control, and some of whom do not seem to respect her. According to the contingency model, Savannah should adopt a(n) ___________ leadership style. A. employee-centered B. task-oriented C. relationship-oriented D. participatory E. initiating structure

B. task-oriented

The ______ approach to leadership attempts to identify distinctive characteristics that account for the effectiveness of leaders. A. attribute B. trait C. behavior D. quality E. contingency

B. trait

Employees at Central Plains Bank were really impressed with Jeff, the new CEO. He was the first person who had fully developed a vision for the company about where it could go, and had energized everyone to try to get there. Jeff is a ______ leader. A. servant B. transformational C. transactional D. shared E. laissez-faire

B. transformational

Organizations may apply trait theory by A. considering the relationships among employees. B. using personality assessments. C. hiring only from top-ranked business schools. D. doing a job audit. E. empowering the HR department.

B. using personality assessments.

Which of the following is not an example of noise in the communication process in a typical classroom? A. A student in the back of the classroom texting a friend. B. Groundskeepers mowing the lawn outside the classroom window. C. A student responding to a professor's request for questions. D. Uncomfortable classroom desks. E. An attractive person walking by the open classroom door.

C. A student responding to a professor's request for questions.

Of the following, which is the best way for leaders to cope with change? A. Problem solving B. Lobbying the government C. Aligning people D. Virtual planning E. Watching current trends

C. Aligning people

Which of the following is not an element of the communication model? A. Sender B. Feedback C. Decoder D. Noise E. Message

C. Decoder

______ power results from one's specialized knowledge. A. Legitimate B. Referent C. Expert D. Reward E. Coercive

C. Expert

Which of the following is not advice from career coach Richard Knowdell for staying ahead in the workplace of tomorrow? A. Develop new and diverse capacities. B. Anticipate, adapt to, and embrace change. C. Focus on workplace learning rather than the classroom. D. When considering a job or industry, don't rely on reputation. E. Develop your communication skills.

C. Focus on workplace learning rather than the classroom.

Which of the following is not positively associated with transformational leadership, according to research? A. Employee job satisfaction. B. More employee identification with their immediate work groups. C. Lower levels of internal competition. D. Higher levels of group cohesion. E. More work engagement.

C. Lower levels of internal competition.

Which of the following is an employee characteristic of relevance in path-goal theory? A. Position power B. Work satisfaction C. Need for achievement D. Task awareness E. Extroversion

C. Need for achievement

Kelly was recently promoted to manager. Though he used to take advice from his peers, he seems no longer willing to listen to even his superiors and is really running the project how he thinks best. This is an example of which personal barrier to communication? A. Tendency to judge others' messages. B. Variable skills in communicating effectively. C. Oversized ego. D. Inability to listen with understanding. E. Variation in interpreting information.

C. Oversized ego.

Using threats or intimidation to persuade someone is which influence tactic? A. Legitimating B. Ingratiating C. Pressure D. Exchange E. Personal appeals

C. Pressure

Starbucks CEO Howard Schultz has made sure his employees have health insurance and work in a positive environment. He could best be described as which type of leader? A. Leader-member exchange B. Situational C. Servant D. Shared E. Transactional

C. Servant

According to a BusinessWeek summary of management studies, which of the following is characteristic of men in the workplace, compared with women? A. Being more collaborative. B. Producing higher quality work. C. Using a more autocratic style. D. Generating more new ideas. E. Being more effective.

C. Using a more autocratic style.

Compared to women, men tend to A. give more tactful feedback. B. indicate their uncertainties. C. be indirect when admitting fault. D. pay more compliments. E. make more apologies.

C. be indirect when admitting fault.

To prevent groupthink, a manager should A. reinforce how capable the group is. B. never admit errors to outsiders. C. bring in outside experts for fresh perspectives. D. encourage everyone to "get with the team." E. express high confidence in the group's previous decisions.

C. bring in outside experts for fresh perspectives.

Workplace performance is maximized when A. conflict is absent. B. conflict is at a very low level. C. conflict is at a moderate level. D. conflict is at a high level. E. conflict occurs only at nonmanagerial levels.

C. conflict is at a moderate level.

Speed reading works well for material that is A. jargon-laden. B. unfamiliar. C. easy. D. dense. E. complicated.

C. easy.

Ginger, a marketing manager, uses a sports car metaphor to explain a concept to her male counterpart in accounting. She is said to be A. emasculating. B. wordsmithing. C. genderflexing. D. miscommunicating. E. ingratiating.

C. genderflexing.

Xiangcong, a marketing manager, shares some of the market research her department has analyzed with the research and development group. Xiangcong is communicating A. by wandering around. B. upward. C. horizontally. D. through the grapevine. E. externally.

C. horizontally.

When thieves use your name and good credit rating to get cash or buy things, it is known as A. personal data theft. B. credit mishandling. C. identity theft. D. credit exploitation. E. misuse of standing.

C. identity theft.

In the leader-member exchange model, the relationship between leader and follower that is characterized by mutual trust, respect, and liking is known as a(n) ________ exchange. A. preferred coworker B. servant C. in-group D. special E. socialized

C. in-group

House's revision of his theory puts more emphasis on the need for leaders to foster A. concrete rewards. B. stress management techniques. C. intrinsic motivation. D. an external locus of control. E. personal growth in management knowledge.

C. intrinsic motivation.

Peizhi manages his employees through a careful monitoring of their production, comparing what they do to predicted schedules and desired budgets. Peizhi can best be described as a(n) ______ leader. A. production-oriented B. charismatic C. job-centered D. transformational E. employee-centered

C. job-centered

According to the concept of full-range leadership, leadership behaviors vary along a range from ______ leadership at one extreme to transformational leadership at the other. A. transactional B. shared C. laissez-faire D. servant E. charismatic

C. laissez-faire

The process of actively decoding and interpreting verbal messages, which requires full attention and processing, is known as active A. empathizing. B. comprehension. C. listening. D. hearing. E. evaluation.

C. listening.

Tension was thick in the room as the management team discussed changes to promotion requirements. But then Chris made a joke about Jake's white-knuckled grip on his pen, and the laughter seemed to improve the mood. Chris was acting in a ______ role. A. relational B. task C. maintenance D. social E. production

C. maintenance

According to the contingency model, a relationship-oriented leadership style works best in ______ situations. A. low control B. high control C. moderate control D. uncontrolled E. both high and low control

C. moderate control

Perry was part of a 15-person grounds beautification committee, and among its responsibilities were monthly parking lot cleanup and weekly patio sweeping. He was a part of the committee at his boss's request but had never actually helped with anything. This is likely an example of A. storming. B. devil's advocacy. C. social loafing. D. procrastinating. E. adjourning.

C. social loafing.

Andrew supervises a customer service unit that receives stress-producing calls from unhappy customers, and turnover has been high lately. Andrew is understanding and patient with the staff, and tells them he knows what they're going through since it wasn't so long ago that he took those calls. According to revised path-goal theory, Andrew is using a(n) ______ leadership style. A. work facilitation B. interaction facilitation C. supportive D. achievement-oriented E. value-based

C. supportive

Fiedler's contingency leadership model determines if a leader's style is A. transactional or transformational. B. directive, supportive, participative, or achievement oriented. C. task oriented or relationship oriented. D. telling, selling, participating, or delegating. E. charismatic or noncharismatic.

C. task oriented or relationship oriented.

Marco supervises the pool of word processors serving the firm's lawyers. He gets along well with his people, and has created detailed procedures for all types of legal document they encounter. Marco hires and fires, and gives work assignments, performance appraisals, and promotions. According to the contingency model, the optimal leadership style is A. transformational. B. team management. C. task-oriented. D. relationship-oriented. E. consideration.

C. task-oriented.

Using video and audio links along with computers to allow people at different locations to see, hear, and talk with each other is called A. telecommuting. B. collaborative computing. C. videoconferencing. D. telecollaborating. E. using the extranet.

C. videoconferencing.

An audience is unlikely to remember more than a few points from a speech

True

If you have little experience, the top selling points about yourself in a job interview should be A. related to your level of education. B. about your parents and their accomplishments. C. your personal qualities. D. predictions you have made for your future. E. extracurricular activities in which you've taken part.

C. your personal qualities.

Which of the following is an advantage of larger groups? A. Higher morale B. More effective interaction C. Greater boldness D. Able to take advantage of division of labor E. Less social loafing

D. Able to take advantage of division of labor

In assessing how much situational control he has, a manager should consider which of the following? A. Amount of socialized power B. Subordinate readiness C. Level of transformation D. Amount of task structure E. Ability of staff

D. Amount of task structure

When issues causing conflict are trivial, or when emotions are high and cooling off would be helpful, which conflict-handling style is preferable? A. Collaborating B. Forcing C. Accommodating D. Avoiding E. Compromising

D. Avoiding

Within the five steps used to apply situational theories, in which two ways can you "make the match?" A. Hire new employees or retrain the current ones. B. Apply relationship-oriented behaviors or task-oriented behaviors. C. Stabilize the situation or stir it up. D. Change the manager or change the manager's behavior. E. Be a transactional leader or a transformational one.

D. Change the manager or change the manager's behavior.

Which of the following is not a disadvantage of e-mail? A. The sheer number that must be handled by the average worker. B. Decrease in other forms of communication, like greetings. C. Emotions are often poorly communicated. D. Considered rude to use in crowded places. E. The greater the use of e-mail, the less connected coworkers feel.

D. Considered rude to use in crowded places.

Which of the following is the most appropriate media for a manager advising employees of a revision to the company's bonus structure? A. E-mail to all those affected. B. Telephone call to each. C. Posting an announcement near the office coffee machine. D. Face-to-face meeting. E. Personal note to each.

D. Face-to-face meeting.

______ communication channels develop outside the organizational structure and do not follow the chain of command. A. Customary B. Vertical C. Horizontal D. Informal E. External

D. Informal

The ______ model of leadership emphasizes that leaders have different sorts of relationships with different subordinates. A. servant B. contingency C. Michigan D. LMX E. trait

D. LMX

What do good listeners do during the information gap between what someone says and how fast we process? A. Daydream. B. Decide what they will say next. C. Think about other things. D. Mentally summarize what's been said. E. Make a convincing argument against what is being said.

D. Mentally summarize what's been said.

______ studies reveal that visionary and inspirational charismatic leaders who are good team builders generally are most desirable worldwide. A. Servant leader B. E-leadership C. Contingency model D. Project GLOBE E. Full-range approach

D. Project GLOBE

Rodrigo was in meetings all day and didn't get a chance to check his e-mail before he had to pick up his children from daycare, so he missed an important message from a client. This is an example of what type of barrier to communication? A. Medium barrier B. Decoding barrier C. Feedback barrier D. Receiver barrier E. Encoding barrier

D. Receiver barrier

Competition is a form of conflict.

True

Which of the following is a tip for writing more effectively for business purposes? A. Use passive voice. B. Construct interesting, complex sentences. C. Don't use italics or bolding in business writing. D. Start by telling what you expect of the reader. E. Use narrow margins and minimal white space.

D. Start by telling what you expect of the reader.

Which of the following is a step in the communication process? A. Noise is eliminated from the message. B. The sender decodes the message. C. Possible receivers are considered. D. The message is transmitted through a medium. E. The receiver selects the medium.

D. The message is transmitted through a medium.

Which of the following is a characteristic of transformational leaders? A. They are better in stable situations. B. They clarify employees' roles. C. They set goals and monitor progress toward their achievement. D. They encourage people to do exceptional things. E. They provide rewards in exchange for subordinates doing the work.

D. They encourage people to do exceptional things.

Nordstrom's department store chain emphasizes the great lengths to which it goes in customer service, an example of which of these reasons to enforce norms? A. To clarify role expectations. B. To help the group survive. C. To create cohesiveness. D. To emphasize the group's important values. E. To help individuals avoid embarrassing situations.

D. To emphasize the group's important values.

The model that identifies leadership behavior as either "initiating structure" or "consideration" is the ______ model. A. leader-member exchange B. path-goal leadership C. University of Michigan leadership D. University of Ohio leadership E. situational leadership

D. University of Ohio leadership

Which of the following is a manifestation of excessive conflict in the workplace? A. Apathy B. Lack of creativity C. Missed deadlines D. Violence E. Indecision

D. Violence

Michael runs a research and development department. He gets a lot out of his employees by setting lofty goals and expressing his belief that each of them is capable of doing his or her part. He expects their best work. According to revised path-goal theory, Michael is using a(n) ______ leadership style. A. representation and networking B. interaction facilitation C. supportive D. achievement-oriented E. work facilitation

D. achievement-oriented

According to Frederick Smith, chair and CEO of FedEx, the primary task of leadership is to A. ensure progressive control and problem solving. B. align resources within the organization. C. inspire trust among all levels of employees. D. communicate the vision and values of an organization. E. oversee the success of an organization.

D. communicate the vision and values of an organization.

Malia told her team that she is moving forward with a change to the bonus structure, despite vocal objections from several team members. Malia is using the ______ conflict-handling style. A. avoiding B. collaborating C. compromising D. forcing E. accommodating

D. forcing

Peer pressure, which leads group members to question the loyalty of other members who express dissent, is a symptom of A. social loafing. B. norming. C. devil's advocacy. D. groupthink. E. storming.

D. groupthink.

Leadership is the ability to ______ employees to pursue organizational goals. A. force B. reward C. request D. influence E. compensate

D. influence

Acting humble or friendly or making someone feel good or important before making a request are influence tactics known as A. coalition tactics. B. inspirational appeals. C. consultation. D. ingratiating tactics. E. personal appeals.

D. ingratiating tactics.

In recent studies, the generic influence tactic that employees cite as most used in the workplace is A. legitimating. B. ingratiation. C. coalition. D. rational persuasion. E. pressure.

D. rational persuasion.

The study of the meaning of words is called A. jargon. B. lexicography. C. rhetoric. D. semantics. E. cartology.

D. semantics.

A leader who focuses on providing increased service to others is called a A. charismatic leader. B. transformational leader. C. transactional leader. D. servant leader. E. situational leader.

D. servant leader.

Research shows that followers seek and admire leaders who create feelings of A. anticipation. B. individualism. C. clarity. D. significance. E. freedom.

D. significance.

In Fiedler's contingency leadership model, the amount of influence a leader has in his or her immediate work environment is called his or her A. coercive power. B. leadership style. C. readiness. D. situational control. E. task structure.

D. situational control.

Ken, whose primary job is supervising a small production group, is not getting cooperation from all members on the cross-functional team he leads. In particular, Bethany, a marketing manager, seems to resist his direction. The source of conflict in this cause may be A. time pressure. B. a personality clash. C. communication failure. D. status differences. E. ambiguous jurisdictions.

D. status differences.

A ______ role is behavior that concentrates on getting the team's work done. A. maintenance B. performance C. administrative D. task E. production

D. task

The more management levels through which a message passes A. the more important the message is. B. the higher the chance the message will become external. C. the more informal the organization. D. the more distorted the message may become. E. the more disorganized the organization.

D. the more distorted the message may become.

The source for crowdsourcing is most often A. executive advisory councils. B. professional associations. C. boards of directors. D. the online community. E. competitors.

D. the online community.

Communication is A. speaking or writing so that another is able to comprehend the meaning. B. interpretation of messages sent via any media. C. the combined activities of speaking and listening. D. the transfer of information and understanding from one person to another. E. a process involving only the sender, message, and receiver.

D. the transfer of information and understanding from one person to another.

The grapevine is A. a horizontal communication channel. B. almost wholly inaccurate. C. slower than formal channels. D. used by employees when threatened or insecure. E. a morale enhancer.

D. used by employees when threatened or insecure.

The key to protecting digital communication systems against fraud, hackers, identity theft, and other threats is A. using file-sharing services. B. hiring ethical employees. C. creating a well-funded IT department. D. using prevention techniques like strong passwords. E. minimizing turnover.

D. using prevention techniques like strong passwords.

Which of the following is an advantage of smaller groups? A. Fewer distractions B. More formalized team leadership C. More creativity and innovation D. More division of labor E. Better interaction and coordination

E. Better interaction and coordination

To be a better listener, you should not distract the speaker with questions.

FALSE Good listening is hard work. Suggestions include asking questions to make sure you understand and recapping what the speaker said.

Which of the following is a "don't" when attempting to improve communication? A. Occasionally nod in agreement. B. Lean toward the speaker. C. Speak in a quiet, reassuring tone. D. Smile and show animation. E. Close your eyes.

E. Close your eyes.

Jesse brought his proposal to Erica even before the meeting saying, "I'm sure you have some ideas on this and we could try to get them incorporated upfront." Jesse is using which influence tactic? A. Legitimating tactics B. Inspirational appeals C. Ingratiating tactics D. Personal appeals E. Consultation

E. Consultation

Which of the following is a way managers can enhance team cohesiveness? A. Isolating the group from the actions of competitors or other threats. B. Providing team members precise instructions for their tasks. C. Creating a relatively large team. D. Assigning members randomly to teams. E. Emphasizing members' common characteristics.

E. Emphasizing members' common characteristics.

The leadership styles of ________ originally included supportive and achievement-oriented and two others, but was more recently revised to include a total of eight styles. A. Greenleaf's servant leadership model B. the LMX model of leadership C. leader-member exchange model D. Fiedler's contingency model E. House's path-goal model

E. House's path-goal model

The model in which an effective leader makes desirable rewards available, clarifies how subordinates can achieve objectives, and provides them support in doing so is A. Greenleaf's servant leadership model. B. the LMX model of leadership. C. Leader-member exchange model. D. Fiedler's contingency model. E. House's path-goal model.

E. House's path-goal model.

Which of the following is a source of conflict in the workplace? A. Excessive communication B. Strict job boundaries C. Too many resources D. Lack of diversity E. Inconsistent goals

E. Inconsistent goals

Which of the following is characteristic of telecommuting? A. Increased capital costs. B. Attractive to people with high social needs. C. More difficult recruiting. D. Increased turnover. E. Increased ability to hire certain workers, such as disabled people.

E. Increased ability to hire certain workers, such as disabled people.

A manager wants to tell employees that the quarterly project management training will start on April 12, about two months from now. Generally, which of the following should the manager use? A. Videoconferencing B. Telephone C. Personal notes D. Face-to-face meeting E. Newsletter

E. Newsletter

______ is the process of having two people or groups play opposing roles in a debate in order to better understand a proposal. A. Storming B. Positive conflict C. Devil's advocacy D. Groupthink E. The dialectic method

E. The dialectic method

Of the following, which medium is the richest? A. Company newsletter B. Telephone C. E-mail D. Memos E. Videoconferencing

E. Videoconferencing

Travis proposed the purchase of a new Minolta copier to his boss. Amir said that he has always used and liked Xerox copiers, but when he thinks about it later he realizes he does not really feel strongly about it. Amir should adopt a(n) ______ conflict-handling style. A. avoiding B. collaborating C. compromising D. forcing E. accommodating

E. accommodating

According to Deborah Tannen, men are more likely than women to A. pay more compliments. B. temper criticism with praise. C. ask more questions. D. apologize frequently. E. boast about achievements.

E. boast about achievements.

According to Kotter, management and leadership are considered to be A. opposing forces. B. causal; here, management causes leadership. C. equivalent to one another. D. almost entirely unrelated. E. complementary to each other.

E. complementary to each other.

The approach to leadership that suggests that effective leadership behavior depends on the situation at hand is the ______ approach. A. trait B. transformational C. circumstantial D. behavioral E. contingency

E. contingency

Trust is based on _______, which can be enhanced by showing professionalism, technical ability, and good business sense. A. cooperation B. cohesiveness C. unity D. honesty E. credibility

E. credibility

According to research, touching is typically detrimental to teamwork

FALSE Good teams tend to use touch more than bad teams do, according to some research

Yue worked on a global team for an American company, and all her work had to be completed in her second language, English. Sometimes her teammates misinterpreted her meaning. This is an example of a(n) ______ barrier to communication. A. decoding B. sender C. feedback D. receiver E. encoding

E. encoding

Lotina apologized to a subordinate for an e-mail that upset him. She said she had chosen an unfortunate way of stating her idea, and that she'd be happy to discuss it further. Lotina is A. using a personal appeal. B. initiating structure. C. practicing shared leadership. D. exercising personalized power. E. expressing consideration behavior.

E. expressing consideration behavior.

Shortly after the end of the fiscal year, Stavanger Investments released an earnings report to clients. This is an example of communicating A. vertically. B. upward. C. horizontally. D. downward. E. externally.

E. externally.

When the band came out on stage and the lead singer shouted, "Hello, San Antonio!" the crowd roared with applause. The crowd's response is an example of A. decoding. B. medium selection. C. noise. D. encoding. E. feedback.

E. feedback.

Leaders want ________ who are productive, reliable, honest, cooperative, proactive, and flexible. A. employers B. clients C. superiors D. peers E. followers

E. followers

Gossip and rumor in an organization are part of the _____, which itself is a type of ______ communication channel. A. organization chart; horizontal B. culture; horizontal C. organization chart; informal D. grapevine; horizontal E. grapevine; informal

E. grapevine; informal

A transactional leader is most similar in focus to a A. charismatic leader. B. transformational leader. C. servant leader. D. situational leader. E. manager.

E. manager.

According to Fiedler's contingency model, ______ situation control favors a leader who is ______ oriented. A. low; relationship B. low; transformational C. moderate; task D. high; transformational E. moderate; relationship

E. moderate; relationship

When you want your reader to take a logical and fairly nonpolitical action, you should order ideas in your writing from A. least controversial to most controversial. B. least important to most important. C. negative to positive. D. positive to negative. E. most important to least important.

E. most important to least important.

Sunjata works part time in a coffee shop. Some of the equipment is so noisy it prevents him from correctly hearing the customer orders. This is an example of a(n) ______ barrier to communication. A. feedback B. semantic C. personal D. encoding E. physical

E. physical

Tricia, working at a research facility in North Carolina, needs to communicate with Romain, who is in Grenoble, France, about a project they are working on. Romain has perfect command of English, but they are still facing a(n) ______ barrier to communication. A. semantic B. personal C. encoding D. medium E. physical

E. physical

A study conducted by AT&T and Stanford University found that the top predictor of success and professional upward mobility was A. intelligence. B. writing ability. C. integrity. D. interpersonal skills. E. public speaking ability.

E. public speaking ability.

Jennifer congratulated her staff when the team received an industry award for their project, and also sent a companywide e-mail announcing it. Here, Jennifer is using her ______ power. A. personalized B. referent C. coercive D. expert E. reward

E. reward

One of three dimensions of situational control in the contingency leadership model, ______ is the extent to which tasks are routine, unambiguous, and easily understood. A. job mastery B. task identity C. position power D. job design E. task structure

E. task structure

Charismatic leadership is now considered part of ______ leadership. A. transactional B. shared C. laissez-faire D. servant E. transformational

E. transformational

Liz is trying to lead a cross-functional team, but she is having some issues. Most members were other department managers at her level, and they saw no reason to do what she told them to. Here, Liz has A. low tolerance for ambiguity. B. high task structure. C. weak referent power. D. poor leader-member relations. E. weak position power.

E. weak position power.

The communication process begins with the transmission of a message through a medium.

FALSE

Management by wandering around is an example of a formal communication channel

FALSE Informal communication channels develop outside the formal structure and do not follow the chain of command; they skip management levels and cut across lines of authority. Two types of informal channels are (1) the grapevine and (2) management by wandering around

The leader-member exchange (LMX) model presupposes stable and uniform relationships between leaders and followers.

FALSE Unlike other models, which presuppose stable relationships between leaders and followers, the LMX model assumes each manager-subordinate relationship is unique (what behavioral scientists call a "vertical dyad").

A strategy for staying ahead in the workplace of tomorrow is to focus on developing very specialized skills

FALSE "Being good at several things will be more advantageous in the long run than being excellent at one narrow specialty," says career coach Richard Knowdell. "A complex world will not only demand specialized knowledge but also general and flexible skills."

Emily has a charismatic personality, which gives her personalized power

FALSE A charismatic personality is likely to yield referent power, which is power deriving from one's personal attraction.

The greater the use of e-mail within an organization, the more connected coworkers feel.

FALSE A disadvantage of e-mail is that the greater the use of e-mail, the less connected coworkers reportedly feel.

The main purpose of those with an evaluative listening style is to try to determine the speaker's main message and important points

FALSE A discerning listener tries to determine the speaker's main message and important points, often taking copious notes and concentrating hard on what the speaker says. An evaluative listener listens analytically, all the while formulating challenges to the speaker's points, asking lots of questions (perhaps to the point of being interruptive), and sometimes tuning out the speaker and missing data.

The first two steps in applying a situational theory should be to identify leadership behaviors and to identify situational conditions.

FALSE A general strategy that managers can use to apply situational theories across many situations contains five steps, the first of which is to identify important outcomes. The manager must determine the goals he or she is trying to achieve for a specific point in time. This is followed by identification of both leadership behaviors and situational conditions.

If you must tell your subordinate that he is facing a sexual harassment investigation, you should use a lean medium of communication.

FALSE A lean medium is best for routine situations and to avoid overloading. Informing staff of such an investigation is best done using a rich medium such as a face-to-face meeting because the receiver is likely to want additional information.

A stereotype consists of harmful beliefs that suppress minority groups of people.

FALSE A stereotype consists of oversimplified beliefs about a certain group of people

When your reader is attached to a solution other than the one you propose, your writing should order points from most controversial to least

FALSE A strategy for laying out your ideas in writing is to move from least controversial to most controversial. This builds support gradually and is best used when the decision is controversial or your reader is attached to a particular solution other than the one you're proposing.

According to a study, nearly twice as many men as women aspire to be CEO.

FALSE A study by a New York research firm found that 55% of women and 57% of men aspire to be CEO, challenging the notion that more women aren't at the top because they don't want to be there.

Neha did not receive an important e-mail from a client because, unbeknownst to her, her company's e-mail server was down. This is an example of a receiver barrier.

FALSE According to Table 15.1, a medium barrier is one in which the communication channel is blocked. Example: When someone's phone always has a busy signal or a computer network is down, these are instances of the communication medium being blocked.

Among gender difference in communication is the idea that men are more likely than women to ask questions

FALSE According to Table 15.3, men are less likely to ask questions (e.g. asking for directions).

A recent study shows that male executives are better than female executives at producing high-quality work.

FALSE According to studies, women were found to be better at producing quality work, recognizing trends, and generating new ideas and acting on them.

According to GLOBE research, a perfectionist leader is the most universally disliked across countries.

FALSE According to the GLOBE Project, self-centered leaders seen as loners or face-savers generally receive a poor reception worldwide.

According to the University of Michigan Leadership Model, a manager who pays more attention to making work groups cohesive than productivity numbers would be described as socially centered.

FALSE According to the University of Michigan Leadership Model, in employee-centered behavior managers paid more attention to employee satisfaction and making work groups cohesive. By concentrating on subordinates' needs they hoped to build effective work groups with high-performance goals.

If you are nervous in a job interview, it is best that you admit it.

FALSE Advice for nerves during interviews: Preparation will help you stay calm during the interview. So will the use of visualization and positive self-talk to keep your confidence up ("I can handle this!"). Don't admit you're nervous. Breathe slowly. Don't rush to answer. Take a one-second pause before responding to a question.

Texting and checking one's e-mail during group meetings has become commonplace and accepted in the workplace

FALSE Although multicommunicating sometimes enables us to get more things done in a shorter amount of time, there are times and places when it also can create miscommunication and lead to stress and hurt feelings. For example, texting and checking your e-mail while working with colleagues can be seen as not only annoying but insulting

Foregoing the use of an agenda for a work meeting makes it harder for participants to add excessive items and thus helps streamline the meeting.

FALSE If you're leading meetings, one good way to streamline them is to distribute a meeting agenda in advance. Do your homework about the issues. Prepare a list of meeting objectives, topics to be covered and the number of minutes allowed for discussion, and information participants should bring. Organize the topics with the most important ones first

In leader-member exchange, an out-group exchange is characterized by mutual trust, respect, and a sense of common fates

FALSE In the in-group exchange, the relationship between leader and follower becomes a partnership characterized by mutual trust, respect and liking, and a sense of common fates.

Among users of social networks, the older the user, the more likely that person carefully monitors the content of the profile and who has access to it.

FALSE Interestingly, 18- to 29-year-olds have been found to be more likely than older users of social networks to keep a keen eye on their online profiles and who can access them

Jargon is the use of foreign language terms to represent concepts in American business.

FALSE Jargon is terminology specific to a particular profession or group.

Jargon is an example of a physical barrier to communication

FALSE Jargon, terminology used by a particular profession or group, is a type of semantic barrier

Leadership is the ability to require employees to pursue organizational goals.

FALSE Leadership is the ability to influence employees to voluntarily pursue organizational goals

Effective communication begins with challenging, at least mentally, what you have heard.

FALSE Listening attentively with understanding rather than judgment improves communication

High-definition videoconference systems that simulate face-to-face meetings between users are known as virtual conference technology.

FALSE Many organizations set up special videoconferencing rooms or booths with specially equipped television cameras. Some of the more sophisticated equipment is known as telepresence technology, high-definition videoconference systems that simulate face-to-face meetings between users.

Face-to-face communication is the leanest form of communication.

FALSE Media richness indicates how well a particular medium conveys information and promotes learning. Face-to-face communication is the richest form of communication because the receiver observes multiple cues in the message.

Women are slightly more likely than men to negotiate their starting pay

FALSE Men are eight times as likely as women to bargain over starting pay.

Noise is defined as any physical sound that interferes with accurate communication between two people.

FALSE Noise is any disturbance that interferes with the transmission of a message. It can occur in any medium, as when you have static in a radio transmission, fadeout on a cell phone, loud music when you're trying to talk in a noisy restaurant, or even in the encoding or decoding, as when a pharmacist can't read a prescription because of a doctor's poor handwriting.

Nonverbal communication consists of messages sent using written rather than spoken media.

FALSE Nonverbal communication consists of messages sent outside of the written or spoken word

Employees at any level can be trained to be more transactional, but transformational leadership is possible only among top managers

FALSE Not just top managers but employees at any level can be trained to be more transactional and transformational.

Studies among employees reveal that pressure tactics are the most commonly used to influence others in the workplace.

FALSE On a pair of studies, employees were asked how they got someone at work to do what they wanted. The two most used tactics were rational persuasion and inspirational appeals.

Power that is directed at helping oneself is called self-serving power

FALSE People who pursue personalized power, which is power directed at helping oneself, as a way of enhancing their own selfish ends may give the word power a bad name.

Peter Drucker recommends using bold "I" language rather than "we" in the workplace to improve leadership effectiveness.

FALSE Peter Drucker recommends that you think and say "we" rather than "I" and consider the needs and opportunities of the organization before thinking of your own opportunities and needs.

Managers' legitimate power allows them to hire, fire, reward, and punish.

TRUE

Gaining commitment as a response to an influence tactic is most likely to occur when pressure tactics are used.

FALSE Research shows that of the three possible responses to an influence tactic, which are enthusiastic commitment, grudging compliance, and outright resistance, commitment is most apt to result when the tactics used are consultation, strong rational persuasion, and inspirational appeals, which are

LMX leadership focuses on providing increased service to others rather than to oneself.

FALSE Servant leadership focuses on providing increased service to others, meeting the goals of both followers and the organization, rather than to oneself.

Today, problems with smartphones are mere annoyances.

FALSE Smartphone problems range from merely annoying (loud ring tones and conversations in public places) to unethical and illegal (sending pornographic photos and photographing restricted areas of materials) to deadly (distracting drivers from the road).

The danger of using a lean medium for nonroutine matters is overloading; the medium typically provides more information than is necessary.

FALSE The danger of using a lean medium for nonroutine matters is that it results in information oversimplification; it doesn't provide enough of the information the receiver needs and wants.

Reminding someone of past favors or offering to trade favors as a method to influence him is known as using coalition tactics.

FALSE The generic influence tactic called exchange tactics is reminding someone of past favors or offering to trade favors. Example: "Since I backed you at last month's meeting, maybe you could help me this time around."

Bret had many spelling and grammar mistakes in his report, some of which made the content difficult to understand. This is an example of poor decoding.

FALSE The receiver does the decoding, which is interpreting and trying to make sense of the message. This is not where the problem lies; rather, Bret did a poor job of encoding the message.

Use of positional authority to influence others is a key characteristic of a servant leader

FALSE The use of persuasion rather than positional authority to influence others is 1 of 10 characteristics of a servant leader (see Table 14.8).

Diminished ethics by businesspeople is one of the drawbacks commonly associated with the use of social media.

FALSE There are problems of privacy and security associated with information technology in general, and these certainly apply to social media. Some other drawbacks: distraction, leaving the wrong impression, and replacing real conversation.

In the contingency leadership model, a person's leadership orientation is measured on a questionnaire called the most preferred leader scale.

FALSE To determine a person's leadership orientation, the contingency model has a questionnaire known as the least preferred coworker (LPC) scale.

In the contingency leadership model, filling out the least preferred coworker (LPC) questionnaire helps you to assess situational control.

FALSE To find out if you are task-oriented or relationship-oriented, you fill out a questionnaire (known as the least preferred coworker [LPC] scale). The three dimensions of situational control are leader-member relations, task structure, and position power.

Top-down reading requires managers to summarize important information in reading and to share it with subordinates

FALSE Top-down reading is a strategy for becoming a more productive reader, and requires you to rate, question, survey, skim, and summarize your reading.

The best type of leader for a rapidly changing situation is a transactional one.

FALSE Transactional leaders are best in stable situations. What's needed in rapidly changing situations, as is often the case in many organizations today, is a transformational leader

Apple's new CEO, Tim Cook, has been described as a "logistics whiz" and an "operations genius," which is evidence that he is a transformational leader

FALSE Transactional leadership encompasses the fundamental managerial activities of setting goals and monitoring progress toward their achievement. It remains to be seen if Cook can be transformational, but the characteristics above are more typical of a transactional leader

A leader who focuses on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance is called a transformational leader.

FALSE Transactional leadership is focusing on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance.

Vertical communication refers solely to the flow of messages down the hierarchy, or in other words, bosses communicating with subordinates

FALSE Vertical communication is the flow of messages up and down the hierarchy within the organization: bosses communicating with subordinates, subordinates communicating with bosses.

You are an efficient communicator when your intended message is accurately understood by the other person

FALSE You are an efficient communicator when you can transmit your message accurately in the least time. You are an effective communicator when your intended message is accurately understood by the other person.

A system of safeguards for protecting information technology from threats is known as cyber-defense.

False

Leadership functions include planning, budgeting, organizing, and staffing

False

Vertical communication is impeded by rivalry between work units.

False

Folding one's arms can be interpreted as defensiveness.

TRUE

In the Ohio State Leadership Model, consideration is leadership behavior that expresses concern for employees by establishing a warm, friendly, supportive climate.

TRUE

In the contingency leadership model, the most important component of situational control is leader-member relations.

TRUE

Lack of honesty and trust can hurt transformational leaders because they lose credibility.

TRUE

Leaders try to achieve their vision by motivating and inspiring others.

TRUE

Leadership that occurs through the use of information technology is known as e-leadership.

TRUE

Manager's authority to punish their subordinates results in coercive power.

TRUE

A rich medium of communication is best for nonroutine situations and to avoid oversimplification.

TRUE A rich medium is best for nonroutine situations and to avoid oversimplification

One study found that the top predictor of success and upward mobility is how much a person enjoys public speaking and how effective the person is at it.

TRUE A study conducted by AT&T and Stanford University found that the top predictor of success and professional upward mobility is how much you enjoy public speaking and how effective you are at it.

Candy Lightner, founder of Mothers Against Drunk Driving, had a vision of getting rid of alcohol-related car crashes. She would best be described as a transformational leader.

TRUE A transformational leader inspires motivation by offering an agenda, a grand design, an ultimate goal, or in short, a vision, "a realistic, credible, attractive future" for the organization, as leadership expert Burt Nanus calls it. Lightner is an example

According to Deborah Tannen, women are more tactful than men when it comes to giving feedback.

TRUE According to Table 15.3, women are more tactful when giving feedback; they tend to temper criticism with praise.

Poor communication between staff and managers has a financial cost to organizations

TRUE According to one survey, executives say 14% of each 40-hour workweek is wasted because of poor communication between staff and managers. That's the equivalent of seven workweeks of lost productivity a year. Thus, better communication can save money.

Adaptive, flexible organizational cultures are more likely to foster transformational leadership than bureaucratic ones.

TRUE Adaptive, flexible organizational cultures are more likely than are rigid, bureaucratic cultures to foster transformational leadership

One's authority comes as part of one's job

TRUE Authority is the right to perform or command; it comes with the job. In contrast, power is the extent to which a person is able to influence others so they respond to orders.

By and large, speed reading isn't effective because it does not work well for difficult or unfamiliar material.

TRUE By and large, speed reading isn't effective. Psychologists have found that speed reading or skimming may work well with easy or familiar reading material, but it can lead to problems with dense or unfamiliar material.

Communication is the transfer of information and understanding from one person to another.

TRUE Communication is the transfer of information and understanding from one person to another

Kouzes and Posner's study found that honesty was a particularly important trait in order for a leader to be credible.

TRUE During the 1980s, James Kouzes and Barry Posner researched what personal traits people looked for and admired in their superiors. The respondents suggested that a credible leader should have four traits. He or she should be (1) honest, (2) forward looking, (3) inspiring, and (4) competent. These four traits, researchers concluded, constitute a leader's credibility, and the research suggests people want their leaders to be credible and to have a sense of direction.

A speaker that isn't working properly at a fast-food drive-through is an example of a communication barrier.

TRUE Fast-food customers complain, "Those of us at the other end of the speaker often cannot understand a word being said, either because the speaker isn't working properly, because the order-taker has a thick accent, or the person is speaking too fast." All these are examples of communication barriers, or anything interfering with accurate communication between two people.

Eli shut his eyes and dropped his head into his hands when his boss announced the holiday schedule. This is an example of feedback

TRUE Feedback occurs when the receiver (Eli) expresses his reaction to the sender's (his boss's) message.

A telephone call is a richer medium than a personal letter

TRUE From high to low media richness, the order is-face-to-face presence, videoconferencing, telephone, personal written media such as letters, and impersonal written media such as newsletters.

Harvard professor D. Quinn Mills predicts that management will move away from an emphasis on competition to a strategy based on knowledge sharing.

TRUE Harvard Business School professor D. Quinn Mills, author of E-Leadership, suggests that individual companies will be replaced by much broader global networks that a single CEO will not be able to manage. Thus, while 20th-century management emphasized competition, he says, future organizations will run on knowledge sharing and open exchange

Inspirational appeals are considered a soft tactic among generic influence tactics.

TRUE Inspirational appeals, which consist of trying to build enthusiasm or confidence by appealing to others' emotions, ideals, or values, are one of the "soft" tactics that are considered friendlier

According to Kotter, leadership is about coping with change.

TRUE John Kotter suggests that management is about coping with complexity, and leadership is about coping with change.

Without good management, complex organizations tend to become chaotic.

TRUE Management is necessary because complex organizations, especially the large ones that so much dominate the economic landscape, tend to become chaotic unless there is good management.

Media richness indicates how well a particular medium conveys information and promotes learning.

TRUE Media richness indicates how well a particular medium conveys information and promotes learning.

Multicommunicating represents the use of technology to participate in several interactions at the same time.

TRUE Multicommunicating represents "the use of technology to participate in several interactions at the same time."

According to Fiedler's model, a task orientation will be more effective than a relationship one in a high- or low-control situation, but the relationship orientation is best in a moderate-control situation.

TRUE Neither leadership style is effective all the time, Fiedler's research concludes, although each is right in certain situations. The task-oriented style works best in either high-control or low-control situations. The relationship-oriented style works best in situations of moderate control (see Figure 14.1).

Noise can affect written and spoken messages, and even nonverbal ones.

TRUE Noise can apply to any medium and occurs in nonverbal communication as when our physical movements send a message that is different from the one we are speaking

The sun was right in Sienna's eyes, so she looked away and missed the coach's demonstration of a defensive technique. In this case, the sun acts as noise in the communication process.

TRUE Noise is any disturbance that interferes with the transmission of a message such as the sun interfering in one's ability to watch a demonstration.

Research finds that reducing an organization's travel budget also reduces its revenue and profitability.

TRUE One study found that when a company reduces its travel budget for personal meetings, it loses both revenue and profits. In fact, if a company completely eliminated business travel, corporate profits could drop 17% in the first year, the study found, and it would take more than 3 years for profits to reach the same level as before.

One's ego can affect how receptive that person is to being influenced by others.

TRUE Our egos, including pride, self-esteem, and even arrogance, are a barrier to communication. Egos can cause political battles, turf wars, and the passionate pursuit of power, credit, and resources. Egos influence how we treat each other as well as how receptive we are to being influenced by others.

Time-zone differences can be a physical barrier to communication.

TRUE Physical communication barriers include time-zone differences, telephone-line static, and crashed computers

The study of the meaning of words is called semantics

TRUE Semantics is the study of the meaning of words.

Internet-based and mobile technologies used to generate interactive dialogue with members of a network are collectively known as social media.

TRUE Social media are Internet-based and mobile technologies used to generate interactive dialogue with members of a network.

The University of Michigan Leadership Model identified two leadership styles: job-centered and employee-centered.

TRUE The University of Michigan Leadership Model studied the effects of leader behavior on job performance, interviewing numerous managers and subordinates. The investigators identified two forms of leadership styles: job-centered and employee-centered

The average worker receives 200 e-mails a day.

TRUE The average worker receives 200 e-mails a day, according to some research.

A commitment to the growth of people is a noted characteristic of a servant leader.

TRUE The commitment to the growth of people is 1 of 10 characteristics of a servant leader (see Table 14.8).

Most people would rather give up their TVs or the Internet than their mobile phones.

TRUE The majority of respondents in one survey said they would sooner give up their land-line phones, TVs, the Internet, and e-mail than surrender their mobile phones.

The pathway by which a message travels is called the medium.

TRUE The medium is the pathway by which a message travels.

In the path-goal leadership model, the successful leader helps followers by tying meaningful rewards to goal accomplishment.

TRUE The path-goal leadership model holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths, or behavior, that will help them achieve the goals and providing them with support. A successful leader thus helps followers by tying meaningful rewards to goal accomplishment, reducing barriers, and providing support.

Charisma is a form of interpersonal attraction that inspires acceptance and support.

TRUE Transformational leaders have charisma, a form of interpersonal attraction that inspires acceptance and support.

Providing individualized consideration to subordinates is one of the key kinds of behaviors exhibited by transformational leaders

TRUE Transformational leaders have four key kinds of behavior that affect followers, one of which is individualized consideration. Transformational leaders don't just express concern for subordinates' well-being. They actively encourage them to grow and to excel by giving them challenging work, more responsibility, empowerment, and one-on-one mentoring.

The path-goal leadership model is a contingency approach to leadership

TRUE Two contingency approaches are: (1) the contingency leadership model by Fiedler, and (2) the path-goal leadership model by House.

Advice to help streamline your reading includes asking subordinates to screen, scan, or summarize it for you

TRUE UCLA professor Kathryn Alesandrini offers a number of suggestions for streamlining your reading. With some material you can ask some of your employees to screen or scan it first, then post an action note on each item that needs additional reading by you. You can also ask your staff to read important books and summarize them in four or five pages.

When a supervisor tells you, "We need to get this done right away," the supervisor has created a semantic barrier to the communication process.

TRUE When a supervisor tells you, "We need to get this done right away," the supervisor has created a semantic barrier as the words right away are vague.

Trust between parties is an important element in preventing communication problems.

TRUE Without trust between you and the other person, communication is apt to be flawed. Instead of communicating, both of you will be concentrating on defensive tactics, not the meaning of the message being exchanged.

A smile does not convey the same emotions in different countries

TRUE You may be accustomed to thinking that smiling represents warmth, happiness, or friendship whereas frowning represents dissatisfaction or anger. But these interpretations of facial expressions don't apply across all cultures. A smile doesn't convey the same emotions in different countries.

According to path-goal theory, effective leaders possess and use more than one style of leadership.

True

Job modeling is a socially determined set of rules for how an individual should behave in an organization.

FALSE

Which of the following is not a benefit of teamwork in an organization? A. Increased speed B. Decreased stress C. Reduced costs D. Improved workplace cohesiveness E. Reduced destructive internal competition

B. Decreased stress

________ is defined as reciprocal faith in others' intentions and behaviors. A. Cooperation B. Trust C. Cohesiveness D. Unity E. Fairness

B. Trust

Which of the following is the best way to manage virtual teams? A. Focus on what is accomplished, not hours or locations. B. When beginning with a virtual team, set the final deadline and reprimand any virtual team members who don't make the deadline. C. Because you don't have face-to-face contact, relay instructions via phone. D. Require each team member to keep their own personal record of the work that's been done as a team. E. Utilize employees on a global team around the clock.

A.

The question the group is asking during the forming stage of group development is A. "Why are we here?" B. "What's next?" C. "Can we do the job properly?" D. "Why are we fighting about who does what?" E. "Can we agree on roles and work as a team?"

A. "Why are we here?"

Which of the following is true of informal groups? A. Informal groups can advance the plans of formal groups. B. A temporary committee is an example of an informal group. C. Members of an informal group are assigned to it by the skills they possess. D. Informal groups have appointed leaders. E. Informal groups are primarily created to solve an organizational problem.

A. Informal groups can advance the plans of formal groups.

At Bremond Stafford Architects, a group of designers are developing the first drawings for a proposed multiuse development section of a large city that is being revitalized. What type of work team is this group? A. Project team B. Production team C. Product team D. Action team E. Advice team

A. Project team

Which of the following is considered one of the most essential considerations in building a group into an effective team? A. Trust B. Promoting groupthink C. Organizational structure D. Market stability E. Size

A. Trust

Who are typical members of continuous improvement teams? A. Workers and supervisors B. Supervisors and managers C. Managers and agents representing competitors D. Managers and outside suppliers E. Customers and suppliers

A. Workers and supervisors

Jerald led a team that has just finished up a very challenging research project that will assist management in developing long-range plans. Despite the stress of the past few months, most participants seem sad it's over. Now Jerald should A. have an awards ceremony. B. emphasize unity. C. get the group disbanded quickly to free people up for new things. D. provide opportunities for people to get to know each other better now. E. ensure those members can work on similar tasks going forward.

A. have an awards ceremony.

Since hard feelings about group leadership and assignments had passed, Elena's group recently seemed to be relating much better. At the meeting tomorrow she should take advantage of this moment by A. helping the team identify group goals and values. B. encouraging members to voice disagreements. C. helping people get to know each other. D. empowering the members. E. throwing a thank-you party.

A. helping the team identify group goals and values.

The stage during which a group sets guidelines about issues like attendance and punctuality is the ______ stage. A. norming B. storming C. forming D. adjourning E. performing

A. norming

The group development stage in which individuals test the leader's policies and assumptions as they try to determine how they fit into the power structure is the ______ stage. A. storming B. norming C. performing D. forming E. adjourning

A. storming

Which of the following is a characteristic of a continuous improvement team? A. A built-in part of any effective organizational group. B. A type of advice team. C. Requires assigned membership. D. Emerged from self-managed team concept. E. Encourages high empowerment.

B. A type of advice team.

Self-managed teams are groups of workers who have been given ______ for their task domains. A. individual incentives B. administrative oversight C. reduced responsibility D. complete freedom E. no technology

B. administrative oversight

During the forming stage, the leader should A. establish permanent control. B. allow people to socialize. C. empower team members. D. encourage disagreement. E. work through team conflicts.

B. allow people to socialize.

A group that is created to do something productive for the organization and is headed by a leader is called a(n) A. dynamic group. B. formal group. C. normative group. D. informal group. E. network group.

B. formal group.

In all but the worst weather, Laura and four of her coworkers met each day at 12:15 to walk the wilderness trail behind their office building. This is an example of a(n) A. continuous improvement team. B. informal group. C. self-managed team. D. virtual team. E. formal group.

B. informal group.

During the ______ stage of team development, close relationships develop and unity and harmony emerge. A. storming B. norming C. performing D. forming E. adjourning

B. norming

Luis, Kennedy, and Jennifer met once a week for several months in the fall to redesign department work spaces, to be implemented when the organization moved to a new building in January. This is an example of a A. top management team. B. problem-solving team. C. cross-functional team. D. virtual team. E. continuous improvement team.

B. problem-solving team.

Which of the following is not one of the stages of group and team development? A. Norming B. Storming C. Reforming D. Adjourning E. Performing

C. Reforming

Which of the following is an important aspect when creating a self-managed team? A. Lessen the authority and autonomy that is granted. B. Require participation to be outside of normal working hours. C. Use some form of team compensation. D. Allow workers to simply do their own thing. E. Require voluntary only membership.

C. Use some form of team compensation.

In the performing stage of group development, members A. prepare for disbandment. B. develop close relationships. C. concentrate on solving problems. D. test the leader's policies. E. hold back to see what will happen.

C. concentrate on solving problems.

A team composed of people from different departments who are pursuing a common objective is called a A. quality circle. B. problem-solving team. C. cross-functional team. D. virtual team. E. work force.

C. cross-functional team.

The principal by-product of the norming stage of team development is A. adjournment. B. uncertainty. C. group cohesiveness. D. conflict. E. empowerment.

C. group cohesiveness.

Administrative oversight given to self-managed teams does not include A. planning. B. scheduling work. C. implementing change. D. monitoring performance. E. staffing.

C. implementing change.

Groups that make it through storming generally do so because A. they develop groupthink. B. someone wins the political battle and dominates the group. C. someone besides the leader challenges the group to resolve power struggles. D. the work gets done. E. the focus generally is on social loafing.

C. someone besides the leader challenges the group to resolve power struggles.

A _______ is defined as a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves accountable. A. cross-functional team B. group C. team D. panel E. formal group

C. team

Individuals are said to be cooperating when A. they have reciprocal faith in others' intentions and behaviors. B. they have a sense of togetherness and unity. C. their efforts are systematically integrated to achieve a collective objective. D. their motivation comes from a desire to please a supervisor or the seeking of a tangible reward. E. they have ceased to be competitive with one another and prefer harmony.

C. their efforts are systematically integrated to achieve a collective objective.

During the performing stage of team development, the group answers the question A. "Can we agree on roles and work as a team?" B. "Why are we here?" C. "Why are we fighting?" D. "Can we do the job properly?" E. "Who's in charge?"

D. "Can we do the job properly?"

The question individuals ask during the norming stage of group development is A. "How do I fit in here?" B. "What's next?" C. "How can I best perform my role?" D. "What do the others expect me to do?" E. "What's my role here?"

D. "What do the others expect me to do?"

Jinhai's team was not making much progress on defining a new production process. Maria was being very uncooperative; she did not agree with the direction Jinhai was taking, so she hadn't helped with her part. This team is in what stage of group development A. Performing B. Forming C. Adjourning D. Storming E. Norming

D. Storming

A work team that works to accomplish tasks that require people with specialized training and a high degree of coordination is called a(n) A. production team. B. project team. C. development team. D. action team. E. advice team.

D. action team.

When using a self-managed team, a manager should A. maintain detailed monitoring of its performance. B. create the team within whatever structure currently exists. C. offer lucrative individual bonuses. D. allow members to hire their own coworkers. E. provide elaborate retreats for team discussions.

D. allow members to hire their own coworkers.

In managing virtual workers, a manager should A. give directions only by phone or in person. B. make sure the worker is keeping to a fixed schedule of hours. C. let employees work using their own expectations of how to do their jobs. D. meet regularly, face to face. E. initiate change quickly.

D. meet regularly, face to face.

A data processing group is an example of a(n) A. routine team. B. action team. C. advice team. D. production team. E. project team.

D. production team.

______ is a "we feeling" that binds group members together. A. Maintenance B. Groupthink C. Norming D. Social loafing E. Group cohesiveness

E. Group cohesiveness

Jane organized several teachers to discuss the school's interior painting scheduled for summer. They looked at several brands, and heard a presentation by a designer who then helped them choose a color palette to recommend to school administrators. In this instance, the teachers make up a(n) A. self-managed team. B. virtual team. C. cross-functional team. D. informal group. E. formal group.

E. formal group.

Two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity are called a A. cluster. B. self-managing work team. C. collaborative unit. D. quality circle. E. group.

E. group.

The ______ stage of team development is characterized by the emergence of individual personalities and roles and conflicts within the group. A. norming B. forming C. adjourning D. performing E. storming

E. storming

A team that consists of members who interact by computer network to collaborate on projects is called a(n) A. remote team. B. e-team. C. self-managed team. D. informal team. E. virtual team.

E. virtual team.

A team is defined as two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity.

FALSE A group is defined as two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity.

Participating on virtual teams necessarily requires individuals to be available for electronic communication 24 hours a day.

FALSE Communication is important, but so is consideration. Team members should know what times are appropriate to call one another (think time zones here) and what days (considering cultural, family, or work schedules) are off-limits. Make sure everyone is reachable during normal business hours, as via phone, e-mail, fax, or chat.

Over 20 years ago, Peter Drucker predicted that the future organization would be organized around teamwork, but that has yet to occur.

FALSE Twenty-five years ago, management philosopher Peter Drucker predicted that future organizations would not only be flatter and information-based but also organized around teamwork, and that has certainly come to pass.

Formal communication is the essence of a team, and what differentiates it from a group.

FALSE "The essence of a team is common commitment," say Katzenbach and Smith. "Without it, groups perform as individuals; with it, they become a powerful unit of collective performance."

Research finds that the majority of workplace learning occurs in formal groups.

FALSE A 2-year study by the Center for Workplace Development found that 70% of workplace learning is informal.

A maintenance crew is an example of an action team.

FALSE A maintenance crew is a production team, responsible for performing day-to-day operations.

A team created to broaden the information base for managerial decisions is known as a recommendation team.

FALSE Advice teams are created to broaden the information base for managerial decisions. Examples are committees, review panels, advisory councils, employee involvement groups, and continuous improvement teams

When job boundaries are ambiguous, employees are less possessive, and conflict is likely to be minimized.

FALSE Ambiguous jurisdictions are problematic. When job boundaries or task responsibilities are unclear, that can often lead to conflict.

A positive outcome of groupthink is the development of more alternative ideas.

FALSE Among the decision-making defects that can arise from groupthink is the reduction in alternative ideas. The principal casualty of groupthink is a shrinking universe of ideas. Decisions are made based on few alternatives. Once preferred alternatives are decided on, they are not reexamined, and, of course, rejected alternatives are not reexamined.

A formal group typically has no officially appointed leader, although a leader may emerge from members of the group.

FALSE An informal group is a group formed by people seeking friendship and has no officially appointed leader, although a leader may emerge from the membership. A formal group is headed by a leader.

While individuals prefer to have measurable goals as well as feedback about their performance, this is not required for teams since goals and feedback can be generated from within.

FALSE As an individual, you no doubt prefer to have measurable goals and to have feedback about your performance. The same is true with teams. Teams are individuals organized for a collective purpose that needs to be defined in terms of specific, measurable performance goals with continual feedback to tell team members how well they are doing.

Avoiding it is never an appropriate response to conflict

FALSE Avoiding involves ignoring or suppressing a conflict. Avoidance is appropriate for trivial issues, when emotions are high and a cooling-off period is needed, or when the cost of confrontation outweighs the benefits of resolving the conflict. It is not appropriate for difficult or worsening problems.

Mutual trust and commitment are developed within a team because members are mutually accountable to a supervisor.

FALSE Being mutually accountable to other members of the team rather than to a supervisor makes members feel mutual trust and commitment—a key part in motivating members for team effort

When parties to a conflict have deeply rooted, opposing value systems, the most appropriate method to handle the conflict is collaboration.

FALSE Collaborating strives to devise solutions that benefit both parties. Collaboration is appropriate for complex issues plagued by misunderstanding. It is inappropriate for resolving conflicts rooted in opposing value systems.

Conflict is the dramatic and often violent clash of opposing forces that lacks a simple resolution that would be satisfactory to all parties.

FALSE Conflict, an enduring feature of the workplace, is a process in which one party perceives that its interests are being opposed or negatively affected by another party. It includes subtle, nonviolent forms like opposition, criticism, and arguments.

Problem-solving teams consist of small groups of volunteers or workers and supervisors who meet intermittently to discuss workplace- and quality-related problems.

FALSE Continuous improvement teams consist of small groups of volunteers or workers and supervisors who meet intermittently to discuss workplace- and quality-related problems.

The dialectic method is the process of assigning someone to play the role of critic to voice possible objections to a proposal

FALSE Devil's advocacy is the process of assigning someone to play the role of critic to voice possible objections to a proposal and thereby generate critical thinking and reality testing.

Group cohesion arises during the forming stage of group development

FALSE Group cohesiveness, a "we feeling" binding group members together, is the principal by-product of stage 3, norming

The tendency of a group or team to stick together is known as cooperation.

FALSE Individuals are said to be cooperating when their efforts are systematically integrated to achieve a collective objective. Another important characteristic of teams is cohesiveness, the tendency of a group or team to stick together. This is the familiar sense of togetherness or "we-ness" you feel when you're a member of a team

Conflict is naturally avoided when organizations are structured along functional lines.

FALSE It's natural for people in functional organizations to pursue different objectives and to be rewarded accordingly, but this means that conflict is practically built into the system.

Many groups stall in the performing stage of group development

FALSE Many groups stall in stage 2 (storming) because power politics may erupt into open rebellion

About 25% of Fortune 1000 companies use some form of self-managed work teams.

FALSE More than 75% of the top 1,000 U.S. companies currently use some form of self-managed work teams.

One of the primary reasons norms are enforced is to leverage the group's power with management.

FALSE Norms tend to be enforced by group or team members for four reasons: to help the group survive, to clarify role expectations, to help individuals avoid embarrassing situations, and to emphasize the group's important values and identity.

According to research, negative conflict can have positive effects on performance

FALSE Organizations that experience too little conflict tend to be plagued by apathy, lack of creativity, indecision, and missed deadlines. Excessive conflict, on the other hand, can erode organizational performance because of political infighting, dissatisfaction, lack of teamwork, and turnover.

Creating self-managed teams in the workplace has a very positive effect on job satisfaction and organizational commitment.

FALSE Self-managed teams have been found to have a positive effect on productivity and attitudes of self-responsibility and control, although there is no significant effect on job satisfaction and organizational commitment.

While quality is usually improved by using teamwork in an organization, productivity typically suffers because teamwork is time consuming.

FALSE Teamwork is now the cornerstone of progressive management for many reasons, as Table 13.1 shows. Benefits of teamwork include both improved quality and increased productivity.

The norming stage of team development is a lengthy and painful one

FALSE The norming stage generally does not last long. Here the leader should emphasize unity and help identify team goals and values.

Speed of resolution is the primary benefit of using the collaborating conflict-handling style.

FALSE The strength of collaborating is its longer-lasting impact because it deals with the underlying problem, not just its symptoms. Its weakness is that it's very time consuming. The advantage of forcing is speed: It can get results quickly.

Twenty-five new employees from across the Kendall Automotive Technologies organization are attending an orientation, receiving information about company policies, and filling out various forms. These employees comprise a team.

FALSE These employees are a group—two or more freely interacting individuals who share collective norms, share collective goals (attending orientation), and have a common identity (employees from Kendall).

Two types of team roles are task and stability.

FALSE Two types of team roles are task and maintenance

Generally speaking, the optimal team size is considered to be 12 to 15 members.

FALSE Whereas in some flat-organization structures groups may consist of 30 or more employees, teams seem to range in size from 2-16 people, with those of 5-12 generally being the most workable and 5-6 considered optimal.

Another name for functional conflict is productive conflict.

False The good kind of conflict is functional conflict, which benefits the main purposes of the organization and serves its interests. There are some situations in which this kind of conflict, also called constructive conflict or cooperative conflict, is considered advantageous

The weakness of accommodating as a method for handling conflict is that it is only a temporary fix that fails to address the underlying problem.

TRUE

An example of a task role is an initiator, someone who suggests new goals or ideas.

TRUE A task role, or task-oriented role, consists of behavior that concentrates on getting the team's tasks done. An example is initiators, who suggest new goals or ideas.

In the workplace, informal groups can undercut the plans of formal groups.

TRUE The formal organization may make efforts to work toward a goal, but these attempts may be sabotaged through the informal networks of workers who meet and gossip over lunch pails and after-work beers.

A cross-functional team is staffed with specialists pursuing a common objective

TRUE A cross-functional team is staffed with specialists pursuing a common objective. Examples are task forces, research groups, planning teams, architect teams, engineering teams, and development teams.

A maintenance role consists of behavior that fosters constructive relationships among team members.

TRUE A maintenance role, or relationship-oriented role, consists of behavior that fosters constructive relationships among team members.

A team is a small group of people with complementary skills who are committed to a common purpose and performance goals.

TRUE A team is defined as a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.

Groupthink is a cohesive group's blind unwillingness to consider alternatives

TRUE According to psychologist Irvin Janis, groupthink is a cohesive group's blind unwillingness to consider alternatives. In this phenomenon, group or team members are friendly and tight-knit, but they are unable to think "outside the box." Their "strivings for unanimity override their motivation to realistically appraise alternative courses of action," said Janis.

Certain kinds of conflict can be beneficial for organizations.

TRUE Although all of us might wish to live lives free of conflict, it is now recognized that certain kinds of conflict can actually be beneficial. We can distinguish between negative conflict (bad) and constructive conflict (good).

The conflict-handling style of compromising is appropriate when both parties to a conflict have equal power.

TRUE In compromising, both parties give up something in order to gain something. Compromise is appropriate when both sides have opposite goals or possess equal power.

During the performing stage, the leader of a team should allow members the empowerment they need to work on tasks.

TRUE In performing, members concentrate on solving problems and completing the assigned task. The leader should allow members the empowerment they need to work on tasks.

In the storming stage of group development, the leader should encourage members to work through their conflicts about tasks and goals.

TRUE In the storming stage, the leader should encourage members to suggest ideas, voice disagreements, and work through their conflicts about tasks and goals.

Informal groups can be highly productive, even more so than formal groups.

TRUE Informal groups can advance or undercut the plans of formal groups. But interestingly, informal groups can be highly productive, even more so than formal groups.

Performance in the workplace is maximized with a moderate level of conflict.

TRUE It seems that a moderate level of conflict can induce creativity and initiative, thereby raising performance, as shown in Figure 13.2.

Norms point up the boundaries between acceptable and unacceptable behavior among group or team members.

TRUE Norms are general guidelines or rules of behavior that most group or team members follow. Norms point up the boundaries between acceptable and unacceptable behavior.

Quality circles are now known as continuous improvement teams.

TRUE Self-managed teams have emerged out of what were called quality circles, now known as continuous improvement teams

The process of getting oriented and getting acquainted with the group is known as the forming stage of team development.

TRUE The first stage, forming, is the process of getting oriented and getting acquainted.

A work team may be self-managed, cross-functional, virtual, or even all of these at the same time.

TRUE The various types of teams are not mutually exclusive. Work teams may also be self-managed, cross-functional, or virtual. See Table 13.2.

When resources are scarce, conflict is more likely.

TRUE Within organizations there is often a scarcity of needed resources such as funds, office space, equipment, employees, and money for raises. When resources are scarce, being a manager becomes more difficult and conflict more likely.

A leader should ease the transition of an adjourning group with rituals celebrating "the end" and "new beginnings."

True

Among the benefits of teamwork is the reduction of destructive internal competition.

True

Devil's advocacy is a method used to induce programmed conflict

True