MANAGEMENT EXAM 3

_________ is an example of a visionary statement by _________.

"Where do you want to go today?"; Bill Gates

Which of the following is not one of the levels of needs on Maslow's hierarchy of needs? a. Physiological b. Mental c. Safety d. Esteem

*b. Mental

Which of the following is defined as "what a person does, how hard a person works, and how long a person works"? a. Inspiration b. Hard work c. Motivation d. Perseverance

*c. Motivation

devil's advocacy

-Assigning someone to play the role of critic to voice possible objections to a proposal and thereby generate critical thinking and reality testing

functional conflict

-Benefits the main purposes of the organization and serves its interests

group

-Defined as (1) two or more freely interacting individuals who (2) share norms, (3) share goals, and (4) have a common identity

programmed conflict

-Designed to elicit different opinions without inciting people's personal feelings

virtual team potential challenges

-Difficult to establish team cohesion -Inability to observe nonverbal cues -Not a substitute for face-to-face contact

team member interdependence

-Extent to which team members rely on common task-related team inputs, and the amount of interpersonal interactions needed to complete the work

multicultural conflicts

-Frequent opportunities for clashes between cultures in the global economy

formal group

-Group assigned by organizations or its managers to accomplish specific goals

informal group

-Group formed by people whose overriding purpose is getting together for friendship or a common interest

dysfunctional conflict

-Hinders the organization's performance or threatens its interest

intergroup conflicts

-Inconsistent goals, ambiguous jurisdictions (when boundaries are unclear), and status differences -"We versus them"

personality conflicts

-Interpersonal opposition based on personal dislike, disagreement, or differing styles -Personality clashes, competition for scarce resources, time pressure, communication failures

Tuckman's 5 stages of group and team development

1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

How to Stimulate Constructive Conflict

1.Spur competitionamong employees. 2.Change the organization's cultureand procedures. 3.Bring in outsidersfor new perspectives. 4.Use programmedconflict.

Large team

10-16 members Advantages: More resources, division of labor Disadvantages: Less interaction, lower morale, and social loafing.

In _______, a classic study of leadership _______ was conducted by _______.

1939; behavior; Kurt Lewin

In _______, Ralph Stogdill and others at _______ evaluated leadership effectiveness based upon ______. At about the same time, _______ and others at University of Michigan studied _______ leadership.

1945; Ohio State University; initiating structure and consideration; Rensis Likert; job-centered and employee-centered

Small team

2-9 members Advantages: Better interactions and morale. Disadvantages: Fewer resources, less innovation, unfair work distribution

Avoiding Accommodating Forcing Compromising Collaborating

5 conflict handling styles

Groupthink

A cohesive groups blind unwillingness to consider alternatives.

Roles

A socially determined expectation of how an individual should behave in a specific position.

Advice team

A stakeholder group who provide reactions to new curriculum proposals by a university faculty is an example of an ____ team

Charisma is a personal characteristic of strong leadership that was attributed to.. A: John F. Kennedy B: Lee Iacocca C: Anne Mulcahy D: Stephen M. Case

A: John F. Kennedy

Problems with _________, _________, and _________ are fertile fields for emotional instability that can reduce leadership effectiveness.

Alcohol; money; relationships

Almost always listed as important for leadership success is/are _______.

All of these

Causes of reduced willingness to trust in American society include the following:

All of these

listening to be amused

Appreciative Style

Jeff's workgroup is having a lot of disagreement over the direction the group should take. They are involved in the __________ stage of group development. A.forming B.storming C.norming D.performing

B

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.semantic b.physical c.encoding d.personal e.feedback

B

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. decoding barrier b. receiver barrier c. medium barrier d.Feedback barrier e.encoding barrier

B.

The key difference between Maslow's and Alderfer's theories is A: Alderfer collapses five needs to three B: according to Alderfer, all three need categories can operate simultaneously C: Alderfer's view of needs is less universally valid than Maslow's D: Alderfer assumes a rigid heirarchy whereas Maslow does not.

B: According to Alderfer, all three need categories can operate simultaneously

The theory that suggests it is the leader's job to help followers achieve their goals and to influence followers to ensure that their goals are consistent with the overall objectives of the group is A: Fiedler's contingency model B: House's path-goal theory C: transactional theory D: equity theory

B: House's path-goal theory

Which of the following is not one of the power bases identified by French and Raven? A: coercive B: authority C: referent D: expert

B: authority

Layla works during her meeting to pull together the ideas of her committee members into a coherent whole. Layla is performing a ___________ role. A.maintenance B.relationship-oriented C.task D.social

C

Speed reading works well for material that is a. unfamiliar b.jargon-laden c.easy d.complicated d. dense

C

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 facing a(n)__ barrier to communication. a. medium b.encoding c.physical d.personal e. semantic

C.

An approach to goal setting that allows the firm to implement overall organizational objectives by breaking them down into specific objectives assigned to different units and individuals in the firm in a cascading fashion is referred to as.. A: reinforcement theory B: path-goal theory C: MBO D: attribution theory

C: MBO

Which theory reminds managers that providing additional rewards to meet a need will motivate people only if the need has not already been satisfied? A: McClelland's need theory B: attribution theory C: Maslow's heirarchy of needs D: reinforcement theory

C: Maslow's heirarchy of needs

The idea that the major function of the leader is to be blamed or given credit for a bad or a good situation, even if the leader has little or no control over the factors that led to the results is known as.. A: contingency theory B: reinforcement theory C: attribution theory D: path-goal theory

C: attribution theory

Which theory explains why 20 percent of CEOs at the largest U.S. companies are replaced during a given year after stock prices fall of the company fails to meet its performance goals? A: contingency theory B: reinforcement theory C: attribution theory D: path-goal theory

C: attribution theory

_________ is a special personal quality that generates others' interest and causes them to follow.

Charisma

Focusing on the speaker's logic

Comprehensive style

Norming

Conflicts resolved, relationships develop, unity emerges

______ thinking is needed when there is only one right answer; ______ thinking is needed when there can be many right answers.

Convergent; divergent

Advice teams

Created to broaden the information base for managerial decisions. (Committees, review panels

the practice of obtaining needed services, ideas, or content by soliciting contributions from a large group of people and especially from the online community, such as Facebook and Twitter users

Crowdsourcing

Which of the following is not a need theory of motivation? A: Maslow's heirarchy B: Alderfer's ERG theory C: McClelland's need theory D: House's path-goal theory

D: House's path-goal theory

According to Fiedler's contingency model, a determinant of leader behavior is A: leader-member relations B: task structure C: position power D: all of the above

D: all of the above

Leadership by managers includes... A: supervising B: acting as boundary spanners C: meeting personal needs of subordinates D: all of the above

D: all of the above

What type of barrier is this? the recipient doesnt understand the message`

Decoding barrier

Successful leaders today must master challenges such as _________ and _________, as well as traditional duties such as _________ and _________.

Developing people; doing the right things; organizing work; implementing plans

If a decision is important, and the leader has little confidence in the judgment of subordinates, the leader is more likely to be:

Directive

The three styles of leadership are:

Directive, participative, free-rein

Sergio Marchionne is to ________ style of leadership, as Robert Selander is to ________ style of leadership, and Daniel Amos is to ________ style of leadership.

Directive; participative; free-rein

focusing on the main message

Discerning style

a system of safeguards for protecting information technology against disasters, system failures, and unauthorized access that result in damage or loss

Downside of the digital age Security

tuning into the speaker's emotions

Empathic Style

All of the following are factors that influence the nature of the situation or the context of leadership except:

Employee wages

What types of barriers is this? the message is not expressed correctly

Encoding barrier

challenging the speaker

Evaluative Style

Successful leaders today function more as _________ and ________, and less as __________ and _________.

Facilitators; teachers; enforcers; disciplinarians

The most serious derailment pattern for leaders seeking promotion is:

Failure to meet performance objectives

According to expectancy theory, if a person perceives that they are being inequitably treated, they may reduce their inputs by cutting back on the level of effort T or F

False

James MacGregor Burns identifies Gandhi as an example of a transactional leader

False

Norms

Generally guidelines that most group or team members follow. To help the group survive Clarify role expectations Avoid embarrassment Emphasize group values and identity

Forming

Getting oriented and acquainted

About effective leadership, _________ said, "Nothing in life just happens. It isn't enough to just believe in something. You have to have perseverance to meet obstacles and overcome them, to struggle."

Golda Meir

Self-managed work teams

Groups of workers who are given administrative oversight for their task domains.

According to Roger Staubach, the key to self-confidence is _________.

How hard the leader works

thieves hijack your name and identity and use your good credit rating to get cash or buy things

Identity theft

Antoine de Saint-Exupéry spoke to the _________, when he said, "A rock pile ceases to be a rock pile the moment a single man contemplates it, bearing within him the image of a cathedral."

Imaginative nature of vision

Programmed conflict

Includes devils advocacy and the dialectic method

Storming

Individual personalities and roles. Conflict and competition emerges.

Symptoms of groupthink

Invulnerability, inherent morality, and stereotyping Rationalization and self-censorship Illusion of unanimity, peer-pressure, mind guards

terminology specific to a particular profession or group

Jargon

Storming stage

Jeff's group is having a lot of disagreement over the direction the group should take. They are involved in the ____ stage of group development

The cornerstone of Shackleton's leadership behavior included all but one of the following:

Keeping records

Task role

Layla works during her meeting to pull together ideas of her committee members into a coherent whole. Layla is performing a ____ role

The participative style of leading and following is:

Leader and followers share decision-making

An important factor in determining leadership effectiveness is _________ based on preferred styles of leading and following.

Leader-follower compatibility

_________ advocated a _________ style of leadership and _________ advocated a _________ style of leadership.

Machiavelli; directive; Lao-Tzu; non-directive

What type of barrier is this? the communication channel is blocked

Medium barrier

Different kinds of intelligence include all of the following except:

Memory/recall

The concept of _________ is relevant to leadership development because leadership effectiveness is in direct proportion to _________ and _________, which come from within the person.

Multiple intelligence; commitment; passion

_________, _________, and _________ are traits found in all charismatic leaders.

None of these

Qualities of transformational leaders include:

Optimism, charm, and intelligence

Transformational leaders use _________ and _________ to raise the performance of followers

Optimism; charm

Concern for others requires _________ and ________, and the result is ________, which is the foundation of _________.

Patience; listening; trust; loyalty

What are the three barriers to commmunication?

Physical barriers Semantic barriers Personal barriers

Trait leadership theory makes the assumption that distinctive _________ and _________ characteristics account for leadership effectiveness.

Physical; psychological

Research shows transformational leadership has a ______ effect on performance, resulting in ________ levels of ________ and ________ as well.

Positive; positive; motivation; organizational commitment

Adjourning

Preparing for disbandment

Devils advocacy

Process of assigning to play the role of critic to voice possible objections to a proposal and thereby generate critical thinking and reality testing

Dialectic method

Process of having two people or groups play opposing roles in a debate in order to better understand a proposal

Key factors in determining leadership effectiveness include:

Qualities of leaders, characteristics of followers, nature of the situation

Leadership effectiveness depends upon _________ of leaders, _________ of followers, and the _________ of the situation.

Qualities; characteristics; nature

What type of barrier is this? no messages gets recieved.

Reciever barrier

Trust

Reciprocal faith in others intentions and behaviors

Characteristics of followers that influence the leadership process are _________ and _________.

Respect for authority; interpersonal trust

Production teams

Responsible for performing day-to-day operations (Assembly teams, maintenance crews)

Select the answer that best describes the quality of the leader, characteristic of the follower, and nature of the situation most conducive to leadership taking place.

Self-confidence, obedience, confusion

What type of barriers is this? No messages get sent

Sender barrier

Team

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

Edwin Ghisselli's six traits for effective leadership includes all but which of the following:

Social status

Performing

Solving problems and completing tasks

Forming Storming Norming Performing Adjourning

Stages of team development

Even if the spirit is willing, _________ and _________ are needed to fulfill the tasks of leadership. The leader needs _________.

Strength; stamina; vitality

Ghiselli identified six traits as being important for effective leadership. Which of the following is not one of them?

Strong ego

A transformational leader does all but which of the following:

Takes credit for the accomplishments of others

A combination of ________, ________, and ________ are needed for a place to be a magnet and multiplier for human achievement.

Talent; technology; tolerance

Social loafing

The tendency of people to exert less effort when working in groups than when working alone.

Historically, researchers have focused upon two main theories of leadership effectiveness: _______ and ______.

Trait; behavior

According to Fiedler, the better the leader-member relations, the more highly structured the job, and the stronger the position power, the more control or influence a leader enjoys T or F

True

According to French and Raven, the five power bases are not independent T or F

True

According to Maslow, the only need that can never be fully satisfied is self-actualization T or F

True

Behavioral leadership theory assumes that there are distinctive actions that effective leaders take.

True

Crystallized intelligence represents one's lifetime of intellectual attainment, while fluid intelligence is defined as mental flexibility as shown by the ability to solve problems in novel situations.

True

Explorer Ernest Shakeleton's leadership success was based upon four cornerstones 1) leadership by example; 2) communicating a vision; 3) keeping up morale; and 4) maintaining a positive attitude.

True

Factors conducive to leadership change from leader to leader, follower to follower, and situation to situation.

True

Negative behaviors that harm leader effectiveness include: incompetence, rigidity, intemperance, callousness, corruption, and cruelty.

True

Often when people who are promoted on the basis of technical ability fail in their new jobs, it is because they lack emotional competencies that are crucial at the higher level T or F

True

Some people are more trusting and therefore more easily led than others.

True

The ability to influence other people is agreed on by many as an essential part of being an effective leader T or F

True

The best style of leadership depends on qualities of the leader, characteristics of followers, and the nature of the situation.

True

The nature of the situation can have significant influence on the leadership process.

True

True or False. Woman are more willing to share information.

True

Group

Two or more freely acting individuals who share collective norms, collective goals, and have a common identity

Advice Production Project Action Self-managed

Types of teams

Todd McFarlane's leadership success could be traced to:

Willingness to take a risk and focus on what he could control

behavior

a theoretical emphasis in leadership studies

trait

a theoretical emphasis in leadership studies

the process of actively decoding and interpreting verbal messages, which requires full attention and processing, is known as active a. listening b. evaluation c. comprehension d. empathizing e.hearing

a.

Early need theories of motivation address which part of the motivation process? a. Energizing behavior b. Feedback c. Sustaining behavior d. Directing behavior

a. Energizing behavior

Moral outrage is a severe reaction to perceived injustice. a. True b. False

a. True

Motivation may be lower if employees feel their organization is unfair. a. True b. False

a. True

In expectancy theory, the perception that an employee's performance will be appraised accurately and will lead to rewards (e.g., pay raises, bonuses, etc.) is referred to as ____________. a. instrumentality b. expectancy c. valence d. equity

a. instrumentality

Which of the following is direction in the motivation process? a. what a person does b. how hard a person works c. how long a person works d. how smart a person works

a. what a person does

project teams

assembled to solve a particular problem or complete a specific task, such as brainstorming new marketing ideas for one of the company's products

The average speaker communicates about__ as many words as the average listener can process a. twice b. one-fourth c. half d. four times e. just

b.

Which of the following defines participative leadership according to the path-goal theory of motivation? a. Giving follower specific instructions about their tasks b. Allowing followers to have a voice in decisions that affect them c. Showing consideration, being friendly and approachable, and paying attention to the well-being of followers d. Challenging followers to perform at high levels.

b. Allowing followers to have a voice in decisions that affect them

A goal such as "do your best" is more effective than specific goals. a. True b. False

b. False

Which of the following dimension of job characteristics theory leads to knowledge of the actual results of the work activities? a. Task significance b. Feedback c. Autonomy d. Task identity

b. Feedback

Simon wants to ensure that her goals for her department are measurable. According to the text, he should ask all of the following questions, except: a. How much? b. How will we accomplish this? c. How many? d. How will I know when this goal is attained?

b. How will we accomplish this?

Which of the following forms of organizational justice refers to how employees are treated by their leaders (e.g., level of respect and propriety)? a. Procedural justice b. Interpersonal justice c. Distributive justice d. Informational justice

b. Interpersonal justice

______________ refers to the extent to which individuals can demonstrate initiative in designing their own work. a. Job enrichment b. Job crafting c. Job rotation d. Organizational justice

b. Job crafting

Which of the following is the drive to meet our fullest capacity (e.g., growth and feeling fulfilled as a person)? a. Physiological b. Self-actualization c. Esteem d. Safety

b. Self-actualization

Which of the following dimensions of job characteristics theory is that the task is one that people experience from beginning to end? a. Skill variety b. Task identity c. Task significance d. Autonomy

b. Task identity

According to McClelland's need theory, the need for affiliation is ____________________. a. the need to influence others to do what you want b. the need for close personal relationships c. the drive to succeed at high levels d. the need for consistent feedback

b. the need for close personal relationships

The value of goals or outcomes is called ____________. a. expectancy b. valence c. self-efficacy d. instrumentality

b. valence

The statement, "I am never going to eat at this restaurant again," reflects the _____ component of an attitude. behavioral decisional cognitive affective

behavioral

the statement "I am never going to eat at this restaurant again," reflects the _____________ component of an attitude. behavioral decisional cognitive affective

behavioral

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. horizontally c.externally d. downward e. upward

c.

Job rotation is likely to increase all of the following core job characteristics, except: a. Skill variety b. Task identity c. Autonomy d. Task significance

c. Autonomy

All of the following are forms of job crafting, except: a. Changing the number, scope and type of job tasks b. Changing the quality and/or amount of interaction with others encountered in the job c. Changing reporting structures within the organization d. Changing cognitive task boundaries

c. Changing reporting structures within the organization

Which of the following is the need for status and recognition from others? a. Self-actualization b. Physiological c. Esteem d. Safety

c. Esteem

Sylvia puts forth a great deal of effort in her job and believes that it will lead to good performance. This is referred to as which element of expectancy theory? a. Instrumentality b. Valence c. Expectancy d. Self-efficacy

c. Expectancy

Edgar needs his goals for his department to be time-based. According to the text, he should ask all of the following questions, except: a. When do we need to attain this goal? b. Are there mini-goals or benchmarks I can set? c. How much will this cost? d. How can we monitor the progress toward the goal?

c. How much will this cost?

Which of the following is included in lower-order needs according to Maslow's hierarchy of needs? a. Self-actualization b. Esteem c. Physiological d. Social

c. Physiological

Which of the following is persistence in the motivation process? a. what a person does b. how hard a person works c. how long a person works d. how smart a person works

c. how long a person works

The word motivation comes from the Latin word for ___________. a. hard work b. energy c. movement d. Intelligence

c. movement

All of the following characterize Maslow's hierarchy of needs theory, except: a. simplicity b. intuitive appeal c. supported by research evidence d. commonly known by many practicing managers

c. supported by research evidence

According to McClelland's need theory, the need for achievement is ____________________. a. the need to influence others to do what you want b. the need for close personal relationships c. the drive to succeed at high levels d. the need for consistent feedback

c. the drive to succeed at high levels

Herman spends his lunch hour drinking beer in his car in the parking lot. This is an example of a(n) ____________ behavior evaluating discerning counterproductive work destructive work

counterproductive work

Herman spends his lunch hour drinking beer in his car in the parking lot. This is an example of a(n) _____________ behavior. evaluating discerning counterproductive work destructive work

counterproductive work

A(n)____ listener tries to determine to 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. appreciative b. evaluative c. empathetic d. comprehensive e. impartial

d.

Which of the following dimensions of job characteristics theory is that the employee has the freedom to plan and perform his or her own work? a. Skill variety b. Task identity c. Task significance d. Autonomy

d. Autonomy

Which of the following dimensions of job characteristics theory is that the job provides information on how effective the employee's work is? a. Skill variety b. Task identity c. Task significance d. Feedback

d. Feedback

What has been defined as perseverance and passion for long-term goals? a. Motivation b. Stick-to-it-iveness c. Sustainability d. Grit

d. Grit

Which of the following is not a benefit of understanding the job characteristics theory? a. Jobs can be designed so that people are more motivated. b. Jobs can be designed so that people are more satisfied. c. Jobs can be designed so that people perform better. d. Jobs can be designed so that people are more creative.

d. Jobs can be designed so that people are more creative.

. _________________ is the overall perception of what is fair in an organization. a. Organizational commitment b. Perceived organizational support c. Expectancy theory d. Organizational justice

d. Organizational justice

Which of the following is the desire to have a positive impact on other people or groups? a. Conscientiousness b. Feedback c. Autonomy d. Prosocial motivation

d. Prosocial motivation

Most of McClelland's research was on the need for ___________. a. power b. affiliation c. reputation d. achievement

d. achievement

All of the following are included in McClelland's need theory except: a. need for achievement b. need for power c. need for affiliation d. need for feedback

d. need for feedback

initiating structure, showing consideration

dimensions of leadership

A person's characteristic speaking patterns, such as the use of pacing, pausing, questions, and stories, is known as a a. nonverbal model b. multi communication c.horizontal communication d. communication device e. linguistics style

e.

Which of these is NOT a condition where a social loafing on a team less likely to occur? member's contributions are more noticeable the task is more interesting members value group membership and believe in working toward group objectives effective communication exists between team members

effective communication exists between team members

respect for authority, interpersonal trust

factors of followers that influence the leadership process

self-managed teams

groups of workers who are given administrative oversight for their task domains

work teams

have a clear purpose that all members share; usually permanent, and members must give their complete commitment to the team's purpose in order for the team to succeed

A drug test employed by an organization in its hiring process is an example of a(n) ____ resource control. physical human financial informational

human

A drug test employed by an organization in its hiring process is an example of a(n) _______ resource control.

human

intelligence, values, energy

important leadership traits

cross-functional teams

include members from different areas within an organization, such as finance, operations, and sales

Andy is determined to complete anger management training quickly by using name repetition, "personality mirroring", and positive reinforcement through nods and smiles. What basic influence tactic is Andy using? rational persuasion ingratiation coalition building exchange

ingratiation

Last year, Diana's boss promised her a big bonus if she met her goals. At the end of the year, after Diana had exceeded her goals, she found her bonus was very small. In the future, Diana's _____ will probably be ____. valence; low instrumentality; low expectancy; low expectancy; high

instrumentality; low

Last year, Diana's boss promised her a big bonus if she met her goals. At the end of the year, after Diana had exceeded her goals, she found her bonus was very small. In the future, Diana's _____ will probably be ____. valence;low instrumentality; low expectancy; low expectancy; high

instrumentality; low

Ralph Stogdill

leadership dimensions theorist

Kurt Lewin

leadership styles theorist

Which of the following characteristics possessed by a leader is generally NOT considered to be positive for leadership success? conscientiousness emotional stability emotional intelligence narcissism

narcissism

When a manager stops nagging a subordinate, the manager is using positive reinforcement negative reinforcement punishment intrinsic motivation

negative reinforcement

In _________, Stuart Levine and Michael Crom write about building trust in the workplace. His prescription includes _________, _________, and _________.

none of these

When Sheldon realized that his gift to Penny was inadequate, he attempted to compensate by giving her multiple gifts. Sheldon was experiencing what according to Equity Theory? referent change over reward procedural justice under reward

over reward

Research has shown that a leader's task-oriented behaviors generally impact employee job ____ while a leader's relationship-oriented behaviors generally impact employee job ____. performance; efficiency satisfaction; productivity performance; satisfaction efficiency; satisfaction

performance; satisfaction

4 kinds of conflict

personality intergroup multicultural work-family

deal openly with anyone, consider all points of views, keep promises, care about people

principles for developing trust

vision, ability, concern for people, persistence, vitality, integrity

qualities that mark a leader

Greg was thinking about how he just did on his Economics test when his Management professor talked about tomorrow's Management quiz. This is an example of a(n) _____ barrier.

reciever

Alex compliments his co-worker Joe on the great job he did on the weekly report, and also informs their mutual boss. Alex is using ______ power. legitimate expert reward punishment

reward

study of the meaning of words

semantics

size of the organization, psychological climate, patterns of employment, type and purpose of the work performed

situational factors influencing the leadership process

John is interviewing Bambi for a job opening at his accounting firm. He notices that she has several tattoos visible on both arms. He does not believe that people with tattoos can be good accountants. John is engaged in: counseling stereotyping behavioral interviewing situational interviewing

stereotyping

Calvins workgroup is having a lot of disagreement over the direction the group should take. They are involved in the ____ stage of group development. forming storming norming performing

storming

autocratic, democratic, laissez-faire or (free-rein)

styles of leadership

A UPS driver fails to perform according to the standards set for the route and traffic conditions. A supervisor rides along and gives suggestions for improvement. This is the _____ stage of the control process. compare performance to standards establish standards take corrective action measure performance

take corrective action

A UPS driver fails to perform according to the standards set for the route and traffic conditions. A supervisor rides along and gives suggestions for improvement. This is the ____________ stage of the control process.

take corrective action

Layla works during her meeting to pull together the ideas of her committee members into a coherent whole. Layla is performing a ___ role. maintenance relationship-oriented task social

task

When assembly line employees at General Electric were introduced to the cancer survivors who had used the scanning technology they had built, these employees recognized what about their work according to the Job Characteristics Model? task identity autonomy task significance skill variety

task significance

When assembly line employees at General Electric were introduced to the cancer survivors who had used the scanning technology they had built, these employees recognized what about their work according to the job characteristics model? task identity autonomy task significance skill variety

task significance

forming stage

team may appear cohesive; however, there is an underlying ambivalence and concern about the unknown task, members, and leader. The team relies on the leader to make sense for them and provide direction by articulating the goals.

transformational leadership

the ability to elevate follower's performance beyond previous expectations

art

the nature of effective leadership

Katherine, the manager at Harveys in Starkville, uses rewards and communicates a compelling vision to motivate her employees in a way to help them reach their full potential. This is called contingent leadership transformational leadership developmental consideration democratic leadership

transformational leadership

Research has shown that grit may be as important as intelligence on the job. a. True b. False

true

When Dwight designed his motivational system at the office, what issue according to expectancy theory did he fail to take into account? expectancy performance valence instrumentality

valence

What limitations would you put on job crafting? What are the dangers of no limitations on job crafting?

(Answers may vary.) The term job crafting is used "to capture the actions employees take to shape, mold, and redefine their jobs." Jobs vary in the degree of discretion that they offer, but in many cases, employees may be able to design aspects their own work. Outcomes include changes to the work itself as well as interactions with others that may enhance the meaningfulness of the work performed. However, be aware that there may be dysfunctional consequences from employees designing their own work that need research. For example, an employee might redesign his or her work to include extraneous meetings with other department members that causes them to be away from the office resulting in work disruptions to coworkers. Employees might craft their work to be detrimental to organizational goals or may hinder other employees.

Use equity theory to discuss motivation at work with an example.

(Answers will vary.) Equity theory focuses on distributive justice (what people receive as a result of their knowledge, skills, and effort on the job). Equity theory suggests that people may become demotivated or put forth less effort when they feel that what they give and what they get is not in balance. According to the theory, a person (the focal person, or FP) compares himself to the coworker (or CO). Next, he compares his inputs (skills, abilities, effort on the job) to his outcomes (e.g., a merit raise). Three situations can occur in this comparison: 1. the inputs and outcomes for the FP equal the inputs and outcomes for the other (CO). There is balance because the FP recognizes that the CO works harder and gets a higher raise. 2. The input and outcomes for the FP are lower than the inputs and outcomes for the CO. For example, the FP views the ratio of his inputs and outcomes as less than the CO. The FP realizes that he is seen as "underpaid," and this causes dissonance or stress for the FP. This is referred to as underpayment inequity. 3. The input and outcomes for the FP are higher than the inputs and outcomes for the CO. For example, the FP makes the comparison of inputs to outcomes and views his ratio of inputs to outcomes as higher than his CO. The FP realizes that he is being "overpaid" for his contributions compared to his CO.

How can a leader identify growth needs in his or her followers?

(Answers will vary.) Growth need strength refers to a person's need to learn new things, grow, and develop from working. People vary in this need; some people have a high desire to grow as a result of their work and others do not. This need also affects performance. In other words, if a person's job is interesting, he or she may not have higher motivation and performance if he or she doesn't really need to grow from the work. Employees who prefer challenging work experience have less stress after their work was redesigned. Leaders can identify growth needs by talking with employees, observing performance, and monitoring motivation swings.

Discuss the components of SMART goals and provide an example.

(Answers will vary.) SMART = specific, measurable, actionable, relevant, and time-based. Specific: A specific goal has been shown to be more motivating than a "do your best" goal. Measurable: Set concrete criteria for measuring progress toward the attainment of each goal. Actionable: Goals need to be challenging, but they also need to be seen as attainable by the person setting them. Relevant: The goal you set needs to matter—to the individual setting it and/or the organization. Time Based: To be motivating, goals should have a specific time frame. For example, a not-so-smart goal would be the following: "Improve your punctuality." In comparison, an example of a SMART goal would be as follows: "Be at work by 8:30 a.m. every day this month because everyone being at work on time contributes to our team's productivity."

work-family conflicts

-Occurwhen the demands or pressures from work and family domains are mutually incompatible -Work responsibilities can interfere with family life, and family demands can interfere with work responsibilities

virtual team potential benefits

-Reduced real estate costs -Ability to leverage diverse knowledge across geography and time -Reduce commuting and travel expenses

team composition

-Reflects the collection of jobs, personalities, values, knowledge, experience, and skills of team members -Teams perform better when members •Have a high tolerance for uncertainty •Possess high levels of emotional stability •Are diverse in their backgrounds

team

-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

collaboration

-The act of sharing information and coordinating efforts to achieve a collective outcome

why are norms followed?

-To help the group survive -To clarify role expectations -To help individuals avoid embarrassing situations -To emphasize group importance and identity

dialectic method

-Two people or groups play opposing roles in a debate in order to better understand a proposal

Which leader is associated with admiration, trust, and a willingness to be believed? A: charismatic B: transactional C: transformational D: directive

A: charismatic

Which power base does not have to actually be used to exert influence? A: coercive B: legitimate C: referent D: expert

A: coercive

The two dimensions of leadership studied in the Ohio State research were... A: consideration and initiate structure B: production-oriented and employee-oriented behaviors C: concern for production and concern for people D: team management and country club management

A: consideration and initiate structure

According the Theory X as proposed by Douglas McGregor A: employees prefer to be directed or told what to do B: work can be enjoyed as rest of play C: given the opportunity, the average employee will eagerly accept or seek responsibility D: employees are capable of exercising self-control and acting independently if they are committed to achieving organizational goals

A: employees prefer to be directed or told what to do

Alderfer's _____ needs are aligned with Maslow's physiological and safety needs A: existence B: relatedness C: achievement D: growth

A: existence

A driver of motivational commitment is A: internalizing the goals of the organization B: acquiring rewards C: avoiding punishment D: all of the above

A: internalizing the goals of the organization

Which of the following is true concerning Fiedler's contingency theory? A: leaders cannot change their style B: empirical evidence supports the main ideas of Fiedler's theory C: the task-oriented leader focuses on maintaining good interpersonal relationships D: a relationship-oriented leader performs best in very favorable and very unfavorable situations

A: leaders cannot change their style

Which reinforcement technique is Matt using if he praises his subordinate for a job well done? A: positive reinforcement B: negative reinforcement C: extinction D: punishment

A: positive reinforcement

Which if not one of the major traditional approaches to understanding leadership? A: production-centered leadership B: trait approach C: behavioral approach D: situational approach

A: production-centered leadership

Which leadership approach stresses the individual responsibility of employees to develop their own work priorities fostered by empowerment and role modeling? A: self-leadership B: Transactional leadership C: leadership substitutes D: postheoric leadership

A: self-leadership

Which of the following is a characteristic of someone with a high need for achievement as described by David McClelland? A: the need to accomplish things B: desire to be liked by others C: desire to influence or control others D: desire to establish close interpersonal relationships

A: the need to accomplish things

Factors accounting for the victory of allied forces in Europe in the Second World War, according to Andrew Roberts, included:

All of these

Situational factors that influence the leadership process include:

All of these

According to equity theory, when ratios are not equivalent, _____ is produced creating dissatisfaction A: expectancy B: cognitive dissonance C: employee commitment D: valence

B: cognitive dissonance

If Mark is more focused on the feelings, needs, and wellbeing of followers, he would be rated high as a leader on which of the University of Michigan study dimensions? A: production-oriented behaviors B: employee-oriented behaviors C: concern for production D: concern for people

B: employee-oriented behaviors

______ exercise influence in a more informal manner while _____ occupy formal decision-making positions A: managers; supervisors B: leaders; managers C: managers; leaders D: top executives; managers

B: leaders; managers

According to Blake and Mouton, the impoverished manager is _____ in concern for people and _____ in concern for production A: High, high B: low, low C: high, low D: low, high

B: low, low

Which reinforcement technique is Deanna using if she complains about Jeff's lack of work effort and stops only when he picks up the pace? A: positive reinforcement B: negative reinforcement C: extinction D: punishment

B: negative reinforcement

Which of the following is true concerning leaders and managers? A: all managers are leaders; all leaders are not managers B: not all leaders are managers; not all managers are leaders C: all managers are leaders; all leaders are managers D: not all leaders are managers; all managers are leaders

B: not all leaders are managers; not all managers are leaders

Which of the following is considered a contingency theory of leadership? A: expectancy theory B: path-goal theory C: attribution theory D: equity theory

B: path-goal theory

The desire to use one's potential to the maximum, or be all that one can be reflects Maslow's A: esteem needs B: self-actualization C: need for achievement D: social needs

B: self-actualization

To be most effective and motivate people, goals should be.. A: unattainable to require people to stretch B: specific, quantifiable, and measurable C: intangible to allow for flexibility D: all of the above

B: specific, quantifiable, and measurable

Steve Jobs is a classic example of A: a transactional leader B: the liability of charismatic leadership C: a laissez faire leader D: self-leadership

B: the liability of charismatic leadership

The approach to understanding leadership that attempts to find a personality profile that distinguishes leaders from non-leaders is.. A: the behavioral approach B: the trait approach C: the situational approach D: the production-centered approach

B: the trait approach

Qualities of ineffective leaders have been identified by _________. Six behaviors or flaws are:

Barbara Kellerman; incompetence, rigidity, intemperance, callousness, corruption, cruelty.

Which of the following is not a characteristic associated with transformational leaders? A: inspire other people to follow a vision articulated by the leader B: make followers feel good and proud about identifying with the leader C: closely monitor followers to ensure that performance problems are detected D: empower followers and energize them to get better

C: closely monitor followers to ensure that performance problems are detected

Which of the following is not a linkage in expectancy theory? A: effort-performance B: performance-outcome C: cognitive dissonance D: valeness

C: cognitive dissonance

The key point of the _____ approach is that leadership success depends on the fit between the leader's behavior and decision-making style and the requirements of the situation. A: behavioral B: trait C: contingency D: one best way

C: contingency

The view that having the strength to act in a particular way depends on people's beliefs that heir actions will produce outcomes they find valuable and attractive is the basis of A: equity theory B: attribution theory C: expectancy theory D: path-goal theory

C: expectancy theory

Which reinforcement technique is Jennifer using if she refrains from laughing at Matt's jokes when they have important matters to discuss? A: positive reinforcement B: negative reinforcement C: extinction D: punishment

C: extinction

According to Herzberg, a raise is a(n) A: motivator B: intrinsic reward C: hygiene D: reinforcer

C: hygiene

Jason avoids making decisions. As a result, his employees have low satisfaction levels and low performance levels. Which leadership style is Jason using? A: democratic B: autocratic C: laissez-faire D: country club

C: laissez-faire

French and Raven's power bases are A: possessed by every manager B: possessed by everyone in varying amounts C: not independent D: independent

C: not independent

Which of the following is not included as a management skill for successful leadership? A: Influence skills B: Delegation skills C: Planning D: Motivational skills

C: planning

When others derive satisfaction by identifying with Mary, she has which type of power? A: coercive B: legitimate C: referent D: expert

C: referent

The "one best way" approach to leadership research was replaced by... A: the behavioral approach B: the trait approach C: the contingency approach D: all of the above

C: the contingency approach

The Ohio State University and the University of Michigan studies took which approach to understanding leadership? A: the behavioral approach B: the trait approach C: the situational approach D: the managerial grid

C: the situational approach

The approach to leadership that attempts to identify what good leaders do is.. A: the behavioral approach B: the trait approach C: the situational approach D: the production-centered approach

C: the situational approach

A crisis can create _______ followers looking for a leader to resolve their dilemma.

Charisma hungry

In the passage, "He Made Me Feel Important," Vince Lombardi influenced his players because of his:

Charismatic personality

Vince Lombardi had a _________ personality; his followers' goal was to be equal to their understanding of his _________.

Charismatic; values and goals

_________ describes contemporary patterns of work that challenge the skills of today's leaders, including _________, _________, and _________.

Charles Handy; working at home; flextime; independent contractors

In general, when work to be done is _________, _________, and _________, a(n) _________ and _________ leadership approach is best.

Clear-cut; routine; monotonous; non-directive; supportive

most essential considerations in building a group into an effective team

Collaboration Trust Performance Motivation Composition Roles Norms

Over time, the shift in emphasis for business success has been from _________ to _________.

Command and control; relationship management

Functional conflict

Conflict that benefits the main purposes of the organization and serves its interests

Dysfunctional conflict

Conflict that hinders the organizations performance or threatens its interest

Task role

Consists of behavior that concentrates on getting the teams tasks done.

Maintenance role

Consists of behavior that fosters constructive relationships among team members.

Hackman and Oldham suggest that the critical psychological states that affect personal and work-related outcomes are more likely to be present when jobs are designed so that employees A: utilize a variety of skills B: are responsible for completion of a whole, identifiable piece of work C: enjoy autonomy and discretion in decision making D: all of the above

D: all of the above

Which of the following is an attribute of emotional intelligence? A: self-awareness B: impulse control C: empathy D: all of the above

D: all of the above

Which of the following is true of path-goal theory? A: subordinates who are highly authoritarian prefer a directive leadership style B: directive leadership improves followers' satisfaction when the tasks are ambiguous and stressful C: achievement-oriented leadership increases subordinates' satisfaction and group productivity when the organization can provide rewards contingent on the performance of the group D: all of the above

D: all of the above

The view of leadership that most top executives, no matter how good they are, are limited in what they can do to solve problems, so that leadership responsibilities are spread throughout the firm, is known as.. A: self-leadership B: transactional leadership C: leadership substitutes D: postheoric leadership

D: postheoric leadership

Which reinforcement technique is Jim using if he docks Mary's pay when she comes in late to work? A: positive reinforcement B: negative reinforcement C: extinction D: punishment

D: punishment

Jessica is warm and friendly and shows concern about the problems and needs of subordinates. According to House's path-goal theory, which leadership style is Jessica using? A: participative leader B: directive leader C: achievement-oriented leader D: supportive leader

D: supportive leaders

According to Blake and Mouton's managerial grid A: the country club manager is low in concern for people and high in concern for production B: the middle of the road manager requires that highest attention to concern for production C: they focused on traits of effective managers D: the most effective managers relate well to their followers and efficiently delineate what needs to get done, designated as the 9,9 managers

D: the most effective managers relate well to their followers and efficiently delineate what needs to get done, designated as the 9,9 managers

Transactional leaders A: attempt to instill in followers the ability to question standard modes of operation B: are capable of tapping people's reservoir of creativity C: generate passion and excitement D: use legitimate, coercive, or reward power to elicit obedience

D: use legitimate, coercive, or reward power to elicit obedience

_________ describes how difficult the leader's job can be: "...since no important decision ever pleases everyone in an organization, the leader must also absorb the displeasure, and sometimes the severe hostility, of those who would have taken a different course."

Douglas McGregor

Cooperation

Efforts are systematically integrated to achieve a collective objective.

Characteristic of the directive style of leadership is follower-centered decision- making, while the participative style utilizes shared decision-making.

False

If Joe criticizes his subordinate for a poorly written report, he is using negative reinforcement T or F

False

In the case study, Mr. Black, Ms. Blue, and Mr. White, their leadership performance problems were poor time management, bullying behavior, and lack of job knowledge.

False

Managers exercise influence in a more informal and unstructured manner while leaders occupy formal decision-making positions in the organization T or F

False

R.J. House identifies the characteristics of charismatic leaders as being experienced, having technical knowledge, and having a strong need for control.

False

The leadership substitute view contends that most top executives, no matter how good they are, are limited in what they can do to solve problems T ir F

False

Transactional leaders revitalize organizations by instilling in followers the ability to question standard modes of operation and tap people's creativity T or F

False

True or False. Men are superior at multitasking and better at relationships.

False. Woman are

Increasingly, the American workplace is becoming _________, _________, and _________.

Fast-paced; culturally diverse; global

What type of barrier is this? The recipient doesn't respond enough.

Feedback

Regarding the importance of enthusiasm for leadership effectiveness, _________ said, "Good work is never done in cold blood; heat is needed to forge anything. Every great achievement is the story of a flaming heart."

Harry Truman

Qualities belonging potentially to everyone, but possessed more fully by leaders, include all of the following except _________.

Hearing and size

Describe the job characteristics theory and why growth needs matter.

In this theory of motivation, jobs can be designed so that people are more motivated, satisfied, as well as perform better. Skill variety is the extent to which people use different skills and abilities at work, meaning that the employee is not doing the same repetitive tasks over and over. Task identity: the task is one that people experience from beginning to end. In other words, they identify with an entire work product. Task significance—the degree to which the job is seen as having an impact on others. The work does something good for society. Autonomy—the employee has the freedom to plan and perform his or her own work. The employees have discretion about their work and are not intensely supervised. Feedback—the job provides information on how effective the employee's work is. Just doing the work itself provides performance feedback. The growth needs of employees affect the degree to which a person experiences meaningfulness, responsibility, and knowledge of results from their work.

_________ is understood as honesty, strength of character, and courage.

Integrity

The most important quality of leadership is ________, including _________ and _________.

Integrity; honesty; courage

If you have _________ intelligence, you have the ability to deal with people; if you have musical-rhythmic intelligence, you appreciate _________ and _________.

Interpersonal; pitch; rhythm

Psychologist David McClelland states that leaders do not use _________ and _____________; leaders arouse _________ in followers.

Intimidation; force; confidence

Discuss the three parts of the motivation process.

Motivation has been defined as "what a person does (direction), how hard a person works (intensity), and how long a person works (persistence)." Motivation is the process of energizing behavior by activating people's needs and drives. Once energized, it is important to direct the behavior toward goals that are important to the organization. The third step is sustaining behavior. Research shows that goal-setting systems and reward systems are necessary to sustain behavior over the long term. Finally, for motivation to be effective, feedback is needed so that the processes of energizing and directing behavior stay on track.

Discuss the four types of organizational justice.

Organizational justice is now considered to have four components: distributive (equity), procedural, interactional, and informational. Distributive justice refers to the fairness of decisions made as perceived by followers as described above. Procedural justice is the perception of how fair the process was in making decisions that affect employees. Interpersonal justice refers to how employees are treated by their leaders including respect and propriety (which refers to whether the leader refrains from offending the follower with comments that are inappropriate). Informational justice refers to the perceived fairness of the communications made by leaders during a process.

Discuss the four different motivating leadership behaviors in the path-goal theory of motivation.

PGT specifies four different motivating leadership behaviors: 1. Directive leadership: giving followers specific instructions about their tasks, providing deadlines, setting standards for performance, and explaining rules. 2. Supportive leadership: showing consideration, being friendly and approachable, and paying attention to the well-being of followers. 3. Participative leadership: allowing followers to have a voice in decisions that affect them, sharing information, and inviting followers' ideas and opinions. 4. Achievement-oriented leadership: challenging followers to perform at high levels, setting standards for excellence, showing confidence in followers' ability to reach goals.

Kinds of intelligence include all but one of the following:

Permanent-irreducible

Participative followers _________ such management practices as regular staff meetings, the open door policy and sharing concern for people's feelings.

Prefer

Conflict

Process in which one party perceives that its interests are being opposed or negatively affected by another party

Explain why feedback is important for the goal setting process.

Research on goal setting has clearly demonstrated that employees who receive feedback on their progress achieve higher levels of performance than those who don't. Feedback on goals guides performance and allows the person to correct behaviors that may not be working or try different performance strategies. Further, research has indicated that if employees are allowed to generate their own feedback, it may be more motiving than feedback from an outside source such as their supervisor.

All of the following are important qualities of leadership except:

Seniority

Cohesiveness

Tendency of a group or team to stick together.

Compare and contrast Maslow's hierarchy of needs theory with McClelland's need theory.

The most well-known theory of need motivation is the Maslow hierarchy of needs. The theory was the first to point out that there are individual differences in motivation. The first level in the hierarchy of needs is physiological needs (e.g., hunger). The next level is safety needs (e.g., the need for protection from physical harm). At the third level of the hierarchy are a person's social needs (e.g., belongingness and friendship). The fourth level is esteem needs (e.g., status and recognition from others). Finally, at the top of the hierarchy is what Maslow termed self-actualization, which is the drive to meet our fullest capacity (e.g., growth and feeling fulfilled as a person). Physiological and safety needs are lower-order needs, while social needs, esteem, and self-actualization are higher-order needs. When a need is not satisfied, it becomes dominant. Despite the popularity of Maslow's hierarchy due to its simplicity and intuitive appeal, it has not been supported by research evidence. McClelland's needs theory considers three fundamental needs: The need for achievement (nAch)—the drive to succeed at high levels; the need for power (nPow)—the need to influence others to do what you want; and the need for affiliation (nAff)—the need for close personal relationships. McClelland's theory has received more research support than other need theories; however, the application of the theory to motivate followers is limited because these needs are believed to be learned at a young age.

The dark side of leadership refers to:

The toxic effect a destructive leader has on individuals and organizations

Seven kinds of intelligence have been identified including: verbal-linguistic, musical-rhythmic, logical-mathematical, visual-spatial, bodily-kinesthetic, intrapersonal, and interpersonal.

True

_________ once said, "The ear of the leader must ring with the voices of the people. Together they rise to the challenge of the day."

Woodrow Wilson

Action teams

Work to accomplish tasks that require people with specialized training and a high degree of coordination (Hospital surgery teams, airline cockpit crews, police SWAT team)

Project teams

Work to do creative problem solving, often by applying the specialized knowledge of members of a cross-functional team (Task forces, research groups)

Edwin understands that feedback is important for the goal-setting process to be effective. He likely believes all of the following except: a. Goal feedback should only come from the direct supervisor. b. Employees who receive feedback on their progress achieve higher levels of performance than those who don't receive feedback. c. Feedback on goals guides performance and allows the person to correct behaviors. d. Employees who are allowed to generate their own feedback may be more motivated than if the feedback comes from an outside source.

a. Goal feedback should only come from the direct supervisor.

Paul has studied the job characteristics theory in his Organizational Behavior class. He understands that the states experienced from the nature of the work performed translate into all of the following, except: a. Higher turnover b. Higher work motivation c. Higher satisfaction d. Higher work performance

a. Higher turnover

Sheila wants to ensure that her goals for her department are specific. According to the text, she should ask all of the following questions, except: a. How will we complete this? b. Where will this need to occur? c. What do I want to accomplish? d. Who is involved?

a. How will we complete this?

Keith has allowed his employees to be cross-trained in other areas and allowed them to do different jobs. Keith has done which of the following: a. Job rotation b. Job enrichment c. Horizontal loading d. Vertical loading

a. Job rotation

Barbara is driven most by the need for close personal relationships. She is likely high in which of the following needs? a. Need for affiliation b. Need for power c. Need for achievement d. Self-actualization

a. Need for affiliation

Which of the following is not a higher-order need according to Maslow's hierarchy of needs? a. Physiological b. Social c. Esteem d. Self-actualization

a. Physiological

Which of the following forms of organizational justice is the perception of how fair the process was in making decisions that affect employees? a. Procedural justice b. Interpersonal justice c. Distributive justice d. Informational justice

a. Procedural justice

Which of the following dimensions of job characteristics theory is the extent to which people use different skills and abilities at work? a. Skill variety b. Task identity c. Task significance d. Autonomy

a. Skill variety

The most well-known motivation theory is Maslow's hierarchy of needs. a. True b. False

a. True

Underpayment equity is the perception that a person's outcomes are not fair compared to another person's outcomes, given their inputs. a. True b. False

a. True

Research has supported the job characteristics model by demonstrating that job enrichment does all of the following, except ______________________. a. reduce organizational commitment b. reduce turnover c. increase employee motivation d. increase employee satisfaction

a. reduce organizational commitment

According to McClelland's need theory, the need for power is ______________________. a. the need to influence others to do what you want b. the need for close personal relationships c. the drive to succeed at high levels d. the need for consistent feedback

a. the need to influence others to do what you want

Bethany is writing a paper for her Management class. She already has a strong A in the class, and only needs to get a C on the paper to keep her A. As she prepares the final version of the paper, she takes special care that the paper is well-written, insightful, and error-free, something that she can be proud of. Bethany is experiencing an intrinsic reward high equity a belongingness need a hygiene factor

an intrinsic reward

Which of the following is not one of the three parts of the motivation process? a. Direction b. Ambition c. Intensity d. Persistence

b. Ambition

Which of the following is not one of the three parts of the motivation process? a. Energizing behavior b. Encouraging behavior c. Directing behavior d. Sustaining behavior

b. Encouraging behavior

Which of the following is a theory that looks at how people compare their inputs to their outcomes? a. Expectancy theory b. Equity theory c. Needs theory d. Goal setting theory

b. Equity theory

According to Maslow's hierarchy of needs theory, when a need is not satisfied it is set aside and other needs are focused on. a. True b. False

b. False

All employees welcome the redesign of their work. a. True b. False

b. False

Self-esteem is an individual's belief in his or her capacity to execute the behaviors necessary to produce specific performance levels. a. True b. False

b. False

To motivate people, leaders need to focus on hygiene factors. a. True b. False

b. False

Karen has redesigned the jobs of her employees so that they are more challenging to the employee and have less repetitive work. Karen has done which of the following? a. Job rotation b. Job enrichment c. Horizontal loading d. Vertical loading

b. Job enrichment

What is another term for the two-factor need theory? a. Hierarchy of needs b. Motivator-hygiene theory c. McClelland's need theory d. Goal-setting

b. Motivator-hygiene theory

Sinclair is driven most by the need to influence others to do what she wants. She is likely high in which of the following needs: a. Need for affiliation b. Need for power c. Need for achievement d. Safety needs

b. Need for power

The book details a case about Microsoft and their efforts to increase goal commitment. All of the following are expectations of leaders at Microsoft to enhance follower commitment to goals, except: a. Discuss and document the commitments of all employees b. Once goals are set, do not revise or revisit them over time c. Agree to success metrics for each commitment d. Align commitments across the company by cascading commitments

b. Once goals are set, do not revise or revisit them over time

Kyrie is a security guard and he does not feel safe from dangers in his work environment. According to Maslow's hierarchy of needs, which need will most motivate his behavior at work: a. Physiological b. Safety c. Esteem d. Self-actualization

b. Safety

Which of the following is not one of the core job dimensions of job characteristics theory? a. Skill variety b. Task difficulty c. Autonomy d. Feedback

b. Task difficulty

Hector is interested in using goals in order to motivate his employees. He should remember the following in order to effectively utilize goals: a. Goals are best set by the leader, regardless of the relevance of the goal to the individual employee. b. The degree to which a person is committed to a goal influences their willingness to persist and attain it. c. Easy goals are more motivating than challenging goals. d. Non-specific goals such as "do your best" are more effective than specific goals.

b. The degree to which a person is committed to a goal influences their willingness to persist and attain it.

Which of the following is not an element of SMART goals? a. Specific b. Timeless c. Attainable d. Measurable

b. Timeless

Which of the following is intensity in the motivation process? a. what a person does b. how hard a person works c. how long a person works d. how smart a person works

b. how hard a person works

Jermaine consistently challenges his followers to perform at high levels. He sets standards for excellence while showing confidence in followers' ability to reach goals. Jermaine is demonstrating which of the following leadership behaviors in the path-goal theory of motivation? a. Directive leadership b. Participative leadership c. Achievement-oriented leadership d. Supportive leadership

c. Achievement-oriented leadership

Which of the following forms of organizational justice is the perceived fairness of how rewards are allocated? a. Procedural justice b. Interpersonal justice c. Distributive justice d. Informational justice

c. Distributive justice

Bernard is a back room accountant who never meets the clients who benefit from his work. By introducing him to these clients he may perceived his impact on them and feel affectively committed to them and thereby enable him to maintain her motivation. This is an example of: a. Horizontal loading b. Job enrichment c. Establish client relationships d. Job rotation

c. Establish client relationships

All of the following dimension of job characteristics theory combine to produce a sense of meaningfulness of the work, except: a. Skill variety b. Task identity c. Feedback d. Task significance

c. Feedback

Which of the following is a criticism of goal setting? a. Goal setting enhances flexibility of employees to adapt to changing situations. b. Goal setting is largely unsupported by research evidence. c. Goal setting may undermine creativity. d. The limitations of goal setting outweigh the benefits.

c. Goal setting may undermine creativity.

Which of the following is linked to what people think about at work that dissatisfies them (e.g., supervision, pay, company policies, and the working conditions)? a. Need for power b. Safety c. Hygienes d. Motivators

c. Hygienes

Lucretia wants to ensure that her goals for her department are attainable. According to the text, she should ask all of the following questions, except: a. Is this goal realistic? b. Do I have the skills and abilities to achieve this? c. Is this goal worthwhile? d. Have I attained something similar in the past?

c. Is this goal worthwhile?

Which of the following is a performance appraisal program where leaders meet with their direct reports and set specific performance objectives jointly? a. Self-guided goal setting b. Forced-ranking performance appraisal c. Management by objectives d. Management by walking around

c. Management by objectives

According to research, all of the following are true of the need for achievement except: a. People who have a higher need to achieve perform better at higher levels. b. People who have a higher need to achieve may be more successful entrepreneurs. c. People who have a higher need to achieve are more effective leaders. d. People who have a higher need to achieve likely develop this need at a young age

c. People who have a higher need to achieve are more effective leaders.

Which of the following is the need for food, sex and other bodily needs? a. Safety b. Esteem c. Physiological d. Self-actualization

c. Physiological

Molly notices her employees seem less motivated lately, so she turned to OB research for guidance. She learned about Herzberg's two-factor theory of motivation. Which of the following factors should she focus on in order to best motivate her followers? a. Pay b. Working conditions c. Sense of achievement d. Company policies

c. Sense of achievement

Which of the following dimensions of job characteristics theory is the degree to which the job is seen as having an impact on others? a. Skill variety b. Task identity c. Task significance d. Autonomy

c. Task significance

The type of job loading in which one adds more decision-making responsibility refers to: a. Rotation b. Enrichment c. Vertical d. Horizontal

c. Vertical

Which of the following occurs when one loads jobs with more of the core characteristics that have been shown to motivate employees? a. Horizontal loading b. Job enrichment c. Work redesign d. Feng shui

c. Work redesign

Which of the following dimensions of job characteristics theory increases a person's responsibility for the work they perform? a. Skill variety b. Task identity c. Task significance d. Autonomy

d. Autonomy

Which of the following refers to a person's need to learn new things, grow, and develop from working? a. Goal setting b. Motivators c. Hygiene factors d. Growth needs strength

d. Growth needs strength

. ___________ job loading is when one adds different tasks at the same level of work. a. Rotation b. Enrichment c. Vertical d. Horizontal

d. Horizontal

Stephen wants to ensure that his goals for his department are relevant. According to the text, he should ask all of the following questions, except: a. Does this matter? b. Is this the right time to do this? c. How does this fit in with the broader mission of the organization? d. How will we accomplish this?

d. How will we accomplish this?

Which of the following forms of organizational justice refers to the perceived fairness of the communications made by leaders during a process? a. Procedural justice b. Interpersonal justice c. Distributive justice d. Informational justice

d. Informational justice

The role of leaders in the goal setting process is important for all of the following reasons, except: a. Alignment of individual goals with the organization's goals b. Commitment c. Accountability for results d. Micro-managing goal attainment

d. Micro-managing goal attainment

Which of the following is linked to what people think about at work that satisfies them (e.g., advancement, recognition, and achievement)? a. Need for power b. Physiological c. Hygienes d. Motivators

d. Motivators

Which of the following is the need protection from physical harm? a. Self-actualization b. Esteem c. Physiological d. Safety

d. Safety

Which of the following leadership behaviors is defined as showing consideration, being friendly and approachable, and paying attention to the well-being of followers? a. Directive leadership b. Participative leadership c. Achievement-oriented leadership d. Supportive leadership

d. Supportive leadership

Nicole is creating natural work units by putting tasks together to create a more challenging and complex work environment for her employees. Nicole is ________: a. using vertical loading b. rotating jobs c. encouraging autonomy d. combining tasks

d. combining tasks

Mindy knows that motivation is important in the workplace. As a manager, she should also know that she should provide ________ in order for the processes of energizing and directing behavior to stay on track? a. a stress-free environment b. healthy meals c. regular breaks d. feedback

d. feedback

The two-factor theory relates lower- and higher-order needs to __________ attitudes. a. employee engagement b. perceived organizational support c. organizational commitment d. job satisfaction

d. job satisfaction

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 his idea. Here, Galen should order his ideas from... a. most important to least important b. negative to positive c. least important to most important d. positive to negative e. least controversial to most controversial

e.

Which of these is NOT a condition where social loafing on a team less likely to occur? member's contributions are more noticeable the task is more interesting members value group membership and believe in working toward group objectives effective communication exists between team members

effective communication exists between team members

Susan loves going to parties, where she talks to everyone there. Susan is probably high in emotional stability conscientiousness extroversion agreeableness

extroversion

Susan loves going to parties, where she talks to everyone there. Susan is probably high in: emotional stability conscientiousness extroversion agreeableness

extroversion

In Earl's department at Pencilchicken, Inc. employees get money based on how much the department has been able to save in costs. This is an example of a _____ compensation plan. pay-for-performance pay-for-knowledge bonus gainsharing

gainsharing

In Earl's department at Pencilchicken, Inc. employees get money based on how much the department has been able to save in costs. This is an example of a ___________ compensation plan. pay-for-performance pay-for-knowledge bonus gainsharing

gainsharing

Pat prefers working alone, is comfortable taking moderate risks, and feels good when accomplishing a goal. Pat probably has a high need for achievement high need for affiliation high need for power low need for achievement

high need for achievement

performing stage

known as the productive stage when the team begins to see significant payoffs from their shared history and the work norms they have developed -concentrate on solving problems and completing the assigned tasks

Contingency Theory

leadership effectiveness depends upon qualities of leaders, characteristics of followers, the nature of the situation

Rayford is head of a task force consisting of his peers from other departments in the organization. According to Fiedler's Contingency Theory, Rayford has high leader-member relations high task structure high position power low position power

low position power

Rayford is head of a task force consisting of his peers from other departments in the organization. According to Fiedler's Contingency Theory, Rayford has, high leader-member relations high task structure high position power low position power

low position power

Jeff's sales goal was to "improve sales." Which barrier to measurement is this? objectives are fuzzy managers put too much trust in informal feedback systems employees rests new measurement systems companies focus too much on measuring activities

objectives are fuzzy

Research has shown that a leader's task-oriented behaviors generally impact employee job _____ while a leader's relationship-oriented behaviors generally impact employee job________ performance; efficiency satisfaction; productivity performance; satisfaction efficiency; satisfaction

performance; satisfaction

Alex compliments his co-worker Joe on the great job he did on the weekly report, and also informs their mutual boss. Alex is using ____ power. legitimate expert reward punishment

reward

In Harvey's job, he takes random samples of production runs to ascertain quality. His job involves benchmarketing statistical process control reduced cycle time feedforward control

statistical process control

Calvin's workgroup is having a lot of disagreement over the direction the group should take. They are involved in the ________ stage of group development forming storming norming performing

storming

Layla works during her meeting to pull together the ideas of her committee members into a coherent whole. Layla is performing a ___________ role. maintenance relationship-oriented task social

task

storming stage

team members attempt to define their roles and responsibilities and how they will work together. Conflicts and resistance often occur and the leader can be helpful by guiding role clarification and definition and helping members resolve conflicts. -emergence of individual personalities

norming stage

team members have a realistic understanding of the task, each other, and the leader. Norms are established -conflicts resolved

adjourning stage

team members must make the transition from becoming part of a cohesive team to enlarging their network and sharing their knowledge gained from the team experience -members prepare for disbandment

Which Leadership model argues that leaders should make it clear how followers can achieve organizational goals, take care of problems that prevent followers from achieving goals, and then find more and varied rewards to motivate followers to achieve those goals? fielder's contingency theory substitutes for leadership transactional leadership the path-goal theory

the path-goal theory

Which leadership model argues that leaders should make it clear how followers can achieve organizational goals, take care of problems that prevent followers from achieving goals, and then find more and varied rewards to motivate followers who achieve those goals? Fielder's Contingency theory substitutes for leadership transactional leadership the path-goal theory

the path-goal theory

5 conflict handling ways

•Avoiding- "Maybe the problem will go away" •Accommodating- "Let's do it your way" •Forcing- "You have to do it my way" •Compromising- "Let's split the difference" •Collaborating- "Let's cooperate to reach a win-win solution that benefits both of us"

punctuated equilibrium

•Groups may establish periods of stable functioning until an event causes a dramatic change in norms, roles, or objectives. •The group then establishes and maintains new norms of functioning, returning to equilibrium.

Five Basic Behaviors to Help YouBetter Handle Conflict

•Openness- state your views openly and honestly •Equality- treat others' status and ideas as equal to yours •Empathy- try to experience the other person's feelings and point of view •Supportiveness- let the other person know you want to find a resolution that will benefit you both •Positiveness- be positive about the other person and your relationship

performance goals and feedback

•Teams are individuals organized for a collective purpose. •The team's purpose is defined in terms of specific, measurable performance goals with continual feedback to tell team members how well they are doing.

virtual teams

•work together over time and distance via electronic media to combine efforts and achieve common goals