masterfin3
12. A ____________ links key goal-related issues with key collaboration issues to come up with general ways by which the firm will manage its affairs. (a) managerial philosophy (b) cultural symbol (c) ritual (d) saga
(a) managerial philosophy
An effective team is defined as one that achieves high levels of task performance, member satisfaction, and _____. (a) coordination (b) harmony (c) creativity (d) team viability
(d) team viability
3. Control involves all but . (a) measuring results (c) taking corrective action (e) selecting manpower (b) establishing goals (d) comparing results with goals
(e) selecting manpower
Organizations with __________ possess a broadly and deeply shared value system that can provide a strong corporate identity, enhance collective commitment, provide a stable social system, and reduce the need for formal and bureaucratic controls.
- strong cultures
7. In today's interdependent society and knowledge-based organizations, _________ is becoming increasingly important. (a) connection power (b) coercive power (c) referent power (d) control
A. Connection Power
11. The three criteria for effective negotiation are____________. (a) harmony, efficiency, and quality (b) quality, efficiency, and effectiveness (c) ethical behavior, practicality, and cost-effectiveness (d) quality, practicality, and productivity
A. Harmony, Efficiency and Quality
1. Leadership is a process of____________. (a) leading and following (b) deferring and obeying (c) managing and supervising (d) influencing and resisting
A. Leading and following
14. When a person approaches a negotiation with the assumption that in order for him to gain his way, the other party must lose or give up something, the ____________ negotiation pitfall is being exhibited. (a) myth of the fixed pie (b) escalating commitment (c) overconfidence (d) hearing problem
A. Myth of fixed pie
The best size for a problem-solving team is usually ____________ members. (a)no more than 3or4 (b)5to7 (c)8to10 (d) around 12to13
B. 5 to 7
In the process of alternative dispute resolution known as __________, a neutral third party acts as a judge to determine how a conflict will be resolved. A. Mediation B. Arbitration C. Conciliation D. Collaboration
B. Arbitration
12. ____________ says that leadership is an emergent property of a group or network of interacting individuals. (a) Leadership identity construction (b) Distributed leadership (c) Leader-member exchange theory (d) Social exchange theory
B. Distributed leadership
1. Social power differs from _________, which is power made operative against another's will. (a) powerlessness (b) force (c) dependence (d) zero sum game
B. Force
10. What can be predicted when you know that a work team is highly cohesive? (a) high-performance results (b) high member satisfaction (c) positive performance norms (d) status congruity
B. High member satisfaction
In modern day organizations when change is implemented it is often a:
Failure
In modern day organizations when change is implemented it is often a: -Failure -Success
Failure
Managers cannot modify the visible aspects of culture, such as the language, stories, rites, rituals, and sagas. -True -False
False
Politics is almost constant through all the subunits within an organization
False
T/F: In today's environment, research shows that managers and team leaders spend relatively little time dealing with conflicts.
False
Emotional Conflict
Involves interpersonal difficulties that arise over feelings of anger, mistrust, dislike, fear, resentment, and the like
Accommodation (or Smoothing)
Involves playing down differences and finding areas of agreement; letting the other's wishes rule; Smoothing over differences to maintain superficial harmony (Unassertive, Cooperative)
Avoidance
Involves pretending a conflict does not really exist (Unassertive, Uncooperative)
Conflict suppression...
Is a superficial and often temporary state that leaves the situation open to future conflicts over similar issues
Felt Conflict
Is experienced as tension that motivates the person to take action to reduce feelings of discomfort
norming
It is during the ____________ stage of team development that members begin to come together as a coordinated unit. (a) storming (b) norming (c) performing (d) total integration
How to prevent Social loafing:
Keeping group size small and redefining roles to that free-riders are more visible and peer pressure to perform are more likely.
F. all of the answer choices are correct
Leaders influence the culture of an organization by which of the following actions: A. Hire and fire individuals B. Communicate and behave C. React to problems or crises D. Allocate rewards E. What they pay attention to (customer satisfaction, profits, etc.) F. All of the answer choices are correct
all of the answer choices are correct
Leaders influence the culture of an organization by which of the following actions: A. Hire and fire individuals B. Communicate and behave C. React to problems or crises D. Allocate rewards E. What they pay attention to (customer satisfaction, profits, etc.) F. All of the answer choices are correct
Uncertain, don't know to expect. Concerned about the future. Concerned about power, their own power and that of others.
Leading change is hard because people are: Select all that apply _______
countercultures
__________ are groups of individuals with a unique pattern of values and philosophy that is inconsistent with the organization's dominant values and philosophy. A. Subcultures B. Competitive cultures C. Societal cultures D. Subordinate cultures E. Countercultures
B. sagas
__________ are important because they are used to tell new members the real mission of the organization, how the organization operates, and how individuals can fit into the company. A. Legends B. Sagas C. Epics D. Rituals E. Rites
sagas
__________ are important because they are used to tell new members the real mission of the organization, how the organization operates, and how individuals can fit into the company. A. Legends B. Sagas C. Epics D. Rituals E. Rites
According to the book, xxx people may be more willing to listen, but because they also tend t be held in high self-esteem, they may be more resistant to influence a) highly intelligent b) highly uncertain c) highly affiliation-oriented d) highly dependent
a
An organization wishes to empower its employees by giving them the authority to make decisions and the resources to get them implemented. Which of the following outcomes can the organization expect? a) An increase in innovation b) An unwillingness to cooperate c) A decrease in the quality of wok on account of increased responsibilities d) Greater distrust
a
xxx is an interesting aspect of the testimonial advertising type of referent power. a) Timing b) Ethnicity c) Gender d) Age
a
T/F: Unfortunately, given its origin from the founders' values, managers cannot modify the visible aspects of culture, such as the language, stories, rites, rituals, and sagas.
false
Dan promised Lisa that he would recommend her to their boss as the next project leader if she helped him prepare a particular sales report. This is an example of a(n): a) coalition tactic b) ingratiating tactic c)pressure tactic d) exchange tactic
d
performing stage
emergence of mature and well functioning team
What type of conflict does this describe? A dispute with one's boss or other team members over a plan of action to be followed, such as a marketing strategy for a new product.
Substantive Conflict
Radical change, or transformational change, results in a major overhaul of the organization or its component systems. T/F
T
Decoupling
Taking action to eliminate or reduce the required contact between conflicting parties
greater cohesiveness
When two groups are in competition with one another, ____________ may be expected within each group. (a) greater cohesiveness (b) less reliance on the leader (c) poor task focus (d) more conflict
false
Unfortunately, given its origin from the founders' values, managers cannot modify the visible aspects of culture, such as the language, stories, rites, rituals, and sagas. true or false?
Tony is a manager at Tone Corporation. As a manager, he can modify the ______________ of culture, such as the language, stories, rites, rituals, and sagas.
Visual Aspects
B.Effort, knowledge, and strategy
Which of the following are the main processes that lead to team effectiveness? A. Team output, team growth, individual learning B. Effort, knowledge, and strategy C. Resources and systems, nature of tasks, and team composition
Among the major risks of creating a virtual or networked organization with part of the organizations activities outsourced to contractors, are theft of intellectual property as well as unethical practices and other wrongdoing by potential contractors.
true
Often, the language of a subculture, and its rituals and rites, emerge from the group as a form of jargon.
true
T/F: An effective group is one that achieves high levels of task performance, member satisfaction, and team viability.
true
T/F: Having the formal authority to approve or deny employees requests for jobs transfers, equipment purchases, overtime, or personal time off are examples of a manger's legitimate power
true
T/F: High-performance teams turn a general sense of purpose into specific performance objectives.
true
T/F: The observable culture includes the unique stories, ceremonies, and corporate rituals that make up the history of the firm or a group within the firm.
true
T/F: The potential advantages of group decision making include more knowledge and expertise being applied to the problem, more alternatives being considered, greater understanding and acceptance of the final decision, and more commitment among group members to making the final decision work
true
T/F: The potential advantages of group decision making include more knowledge and expertise being applied to the problem, more alternatives being considered, greater understanding and acceptance of the final decision, and more commitment among group members to making the final decision work
true
T/F: avoidance involves pretending a conflict does not really exist
true
The five stages of team development are forming, storming, norming, performing, and adjourning. T/F
true
The five stages of team development are forming, storming, norming, performing, and adjourning. Correct!
true
The observable culture includes the unique stories, ceremonies, and corporate rituals that make up the history of the firm or a group within the firm.
true
The potential advantages of group decision making include more knowledge and expertise being applied to the problem, more alternatives being considered, greater understanding and acceptance of the final decision, and more commitment among group members to making the final decision work.
true
15. ____________ is a condition in which dominant cultural patterns are inconsistent with new emerging innovations. (a) Organizational cultural lag (b) Management philosophy (c) Internal integration (d) External adaptation
(a) Organizational cultural lag
15. Which of the following is an accurate statement about an adhocracy? (a) The design facilitates information exchange and learning. (b) There are many rules and policies. (c) Use of IT is always minimal. (d) IT handles routine problems efficiently. (e) IT is quite common in older industries
(a) The design facilitates information exchange and learning.
Examples of ____ that can harm team performance include when someone is being aggressive, makes inappropriate jokes, or talks about irrelevant matters in a group meeting. (a) disruptive behaviors (b) maintenance activities (c) task activities (d) role dynamics
(a) disruptive behaviors
The FIRO-B theory deals with ____ in teams. (a) membership compatibilities (b) social loafing (c) dominating members (d) conformity
(a) membership compatibilities
11. _____________ is the set of mechanisms used in an organization to link the actions of its subunits into a consistent pattern. (a) Departmentation (b) Coordination (c) Control (d) Formal authority
(b) Coordination
14. Adhocracies tend to favor . (a) vertical specialization and control (b) horizontal specialization and coordination (c) extensive centralization (d) a rigid strategy
(b) horizontal specialization and coordination
Self-managing teams ___. (a) reduce the number of different job tasks members need to master (b) largely eliminate the need for a traditional supervisor (c) rely heavily on outside training to maintain job skills (d) add another management layer to overhead costs
(b) largely eliminate the need for a traditional supervisor
1. The formal structures of organizations may be shown in a(n) . (a) environmental diagram (b) organization chart (c) horizontal diagram (d) matrix depiction (e) labor assignment chart
(b) organization chart
8. Environmental complexity . (a) refers to the set of alliances formed by senior management (b) refers to the overall level of problems and opportunities stemming from munificence, interdependence, and volatility (c) is restricted to the general environment of organizations (d) is restricted to other organizations with which an organization must interact in order to obtain inputs and dispose of outputs
(b) refers to the overall level of problems and opportunities stemming from munificence, interdependence, and volatility
11. Groups with unique patterns of values and philosophies that are consistent with the dominant organizational culture are called ____________. (a) countercultures (b) subcultures (c) sagas (d) rituals
(b) subcultures
13. Regarding the organizational design for a small firm compared to a large firm, . (a) they are almost the same (b) they are fundamentally different (c) a large firm is just a larger version of a small one (d) the small firm has more opportunity to use information technology
(b) they are fundamentally different
The team effectiveness equation states: Team effectiveness = ____ X (Process gains - Process losses). (a) Nature of setting (b) Nature of task (c) Quality of inputs (d) Available rewards
(c) Quality of inputs
10. The division of labor through the formation of work units or groups within an organization is called . (a) control (c) horizontal specialization (b) vertical specialization (d) coordination
(c) horizontal specialization
Task characteristics, reward systems, and team size are all ___ that can make a difference in team effectiveness. (a) processes (b) dynamics (c) inputs (d) rewards
(c) inputs
When a person holds a prestigious position as a vice president in a top management team, but is considered just another member of an employee involvement team that a lower-level supervisor heads, the person might experience ___. (a) role underload (b) role overload (c) status incongruence (d) the diversity-consensus dilemma
(c) status incongruence
Members of a multinational task force in a large international business should probably be aware that ___ might initially slow the progress of the team.(a) synergy (b) groupthink (c) the diversity-consensus dilemma (d) intergroup dynamics
(c) the diversity-consensus dilemma
Which statement about self-managing teams is most accurate? (a) They always improve performance but not satisfaction. (b) They should have limited decision-making authority. (c) They operate with elected team leaders. (d) They should let members plan and control their own work.
(d) They should let members plan and control their own work.
When a team member engages in social loafing, one of there commended strategies for dealing with this situation is to __. (a) forget about it (b) ask another member to force this person to work harder (c) give the person extra rewards and hope he or she will feel guilty (d) better define member roles to improve individual accountability
(d) better define member roles to improve individual accountability
14. The patterns of values and philosophies that outwardly reject those of the larger organization or social system are called _____________. (a) sagas (b) organizational development (c) rituals (d) countercultures
(d) countercultures
In Lewin's four-part model of change, ____________ relates to putting in new reward systems and policies.
- refreezing an organization
Tony is a manager at Tone Corporation. As a manager he can modify the __________ of culture, such as the language, stories, rites, rituals, and sagas.
- visible aspects
"Hard" Distributive Negotiation
-Takes place when each party holds out to get its own way -Leads to competition -Leads to either a win-lose outcome or an impasse
The ultimate test for collaboration and problem solving is whether or not the conflicting parties see that the solution to conflict:
1. Achieves each party's goals 2. Is acceptable to both parties 3. Establishes a process whereby all parties involved see a responsibility to be open and honest about facts and feelings
Pros of self-managing teams: (4)
1. Better work quality 2. Faster response to change 3. Reduced absenteeism and turnover 4. Improved work attitudes and quality of work life
Disadvantages of virtual teams: (2)
1. Members may find it had to get up to speed and work well with one another. 2. Since computer = go between, relationships and interactions can be different and require social attention. 3. Lack of face-to-face interaction limits the role of emotions 4. nonverbal cues in the communication process
Team inputs include:
1. Resources & setting 2. nature of the task - technical demands - social demands 3. team size 4. team composition.
The following behavioral foundations of integrative agreements must be carefully considered and included in any negotiator's repertoire of skills and capabilities:
1. Separate people from the problem 2. Don't allow emotional considerations to affect the negotiation 3. Focus on interests rather than positions 4. Avoid premature judgements 5. Keep the identification of alternatives separate from their evaluation 6. Judge possible agreements by set criteria or standards
Two important goals are at stake in any negotiation:
1. Substance goals 2. Relationship goals
Criteria of an effective team would be measured by... (3)
1. Task performance: when team achieves its performance goals in the standard sense of quantity, quality, and timeliness of work results. EX: manufacturing team = meeting daily production targets. 2. member satisfaction: is one whose members believe that their participation and experiences are positive and meet important personal needs. 3. team viability: are sufficiently satisfied to continue working well together on an ongoing basis.
Examples of what teams do in organizations: (3)
1. They recommend things: teams that do this are set up to study specific problems and recommend solutions for them. o EX: task forces, ad hoc committees, special project teams, and the like. 2. They run things: teams that lead orgs. and their component parts. o EX: top-management team composed of a CEO and senior executives. 3. They make or do things: teams that are work units that perform ongoing tasks such as marketing, sales, systems analysis, manufacturing, or working on special projects with assigned due dates.
Ten criteria for measuring the maturity of a team:
1. feedback mechanism 2. decision-making methods 3. group loyalty/cohesion 4. Operating procedures 5. Use of member resources 6. Communications 7. Goals 8. Authority relations 9. Participation in leadership 10. Acceptance of minority views
Conflict Resolution
A situation in which the underlying reasons for dysfunctional conflict are eliminated
When a person approaches a negotiation with the assumption that in order for him to gain his way, the other part must lose or give up something, the _______ negotiation pitfall is being exhibited. A. Myth of the fixed pie B. Escalating commitment C. Overconfidence D. Hearing problem
A. Myth of the fixed pie
11. When two groups are in competition with one another, ____________ may be expected within each group. (a) greater cohesiveness (b) less reliance on the leader (c) poor task focus (d) more conflict
A. greater cohesiveness
14. The tendency of teams to lose their critical evaluative capabilities during decision making is a phenomenon called ____________. (a) groupthink (b) the slippage effect (c) decision congruence (d) group consensus
A. groupthink
11. A rule of thumb for whether you can violate norms in a relationship is to not overexpend your ____________. (a) idiosyncrasy credits (b) relational disclosures (c) low LMX (d) reciprocity
A. idiosyncrasy credits
5. People use ____________ in deciding whether to grant a leadership claim. (a) implicit theories (b) social constructions (c) collective leadership (d) social exchange
A. implicit theories
During a conflict situation Kyle is cooperative but unassertive with his employees. He tries to smooth over their differences but it only produces a false sense of harmony among them. Which type of conflict management style is Kyle using?
Accommodation
During a conflict situation Kyle is cooperative but unassertive with his employees. He tries to smooth over their differences but it only produces a false sense of harmony among them. Which type of conflict management style is Kyle using? -Accommodation -Avoidance -Competition -Collaboration -Compromise
Accommodation
During a conflict situation Kyle is cooperative but unnassertive with his employees. He tries to smooth over their differences but only produces a false sense of harmony among them. Which type of management style is Kyle using?
Accommodation
What are the five methods of direct conflict management?
Accommodation or smoothing, Collaboration and problem solving, Compromise, Avoidance, Competition and Authoritative Command
During conflict situation, Kyle is cooperative but unassertive with his employees. He tries to smooth over their differences but it only produces a false sense of harmony among them. Which type of conflict management style is Kyle using?
Accomodation
When issues are more important to others than to yourself or when you want to build 'credits' for use in later disagreements, _____________ may be used.
Accomodation
false
According to John Kotter, in order to establish a sense of urgency for change, it is sufficient to have 25% of a company's management be honestly convinced that business as usual is totally unacceptable. True False
true
According to Kurt Lewin, before you make any changes, you should mobilize or unfreeze the organization to get it ready for change. True False
Which of the following characteristics of a change leader is/are related to successful implementation of change? -All of the answer choices are correct -Flexibility -Determination -Credibility -Focus
All of the answer choices are correct
Which of the following characteristics of a change leader is/are related to successful implementation of change?
All of the answer choices are correct (determination, flexibility, credibility, focus)
Leaders influence the culture of an organization by which of the following actions
All of the answer choices are correct- Communicate and behave, React to problems or crises, Hire and fire individuals, What they pay attention to (customer satisfaction, profits, etc.), Allocate rewards
Which of the following characteristics of a change leader is/are related to successful implementation of change?
All of the answer choices are correct-Flexibility, Determination, Focus, Credibility
Leaders influence the culture of an organization by which of the following actions
All of the answer choices are correct-What they pay attention to (customer satisfaction, profits, etc.), Communicate and behave, Allocate rewards, Hire and fire individuals, React to problems or crises
Team performance can suffer when:
All of the answer choices are correct: goals are too focused on individual-level accomplishments. when goals are insufficiently challenging. goals are unclear. resources are inefficient to accomplish the task
Leaders influence the culture of an organization by which of the following actions:
All of the answer choices are correct: allocate rewards, what they pay attention to (customer satisfaction, profits), react to problems or crises, communicate and behave, hire and fire individuals
What choice would you make if you were designing a mechanistic organization that functions like a well-oiled machine? -Specify rules for decision making -Formal coordination and narrow span of control -All of the answers are correct -High on formalization, standardization, centralization and departmentalization -Support strong middle managers with centralized staff
All of the answers are correct
What choice would you make if you were designing a mechanistic organization that functions like a well-oiled machine?
All of the answers are correct-High on formalization, standardization, centralization and departmentalization, Support strong middle managers with centralized staff, Specify rules for decision making, Formal coordination and narrow span of control
Team performance can suffer when:
All of the choices are correct-- when goals are insufficiently challenging, resources are inefficient to accomplish the task, goals are too focused on individual-level accomplishments, goals are unclear
A. statutory power.
All of the following are types of position power EXCEPT: A. statutory power. B. coercive power. C. legitimate power. D. information power. E. reward power.
statutory power
All of the following are types of position power EXCEPT: A. statutory power. B. coercive power. C. legitimate power. D. information power. E. reward power.
One of the key ways management influences the organizational culture is via the __________.
All of these choices are correct- leaders assigned to top management, people it fires, reward systems it establishes, people it hires.
One of the key ways management influences the organizational culture is via the __________. -people it hires. -leaders assigned to top management. -reward systems it establishes. -All of these choices are correct. people it fires.
All of these choices are correct.
What choice would you make if you were designing a mechanistic organization that functions like a well-oiled machine?
All the answer choices are correct
What choice would you make if you were designing a mechanistic organization that functions like a well-oiled machine?
All the answer choices are correct - High on centralization and departmentalization, High on formalization and standardization,Formal coordination and narrow span of control
true
An essential criterion of a true team is that the members feel 'collectively accountable' for what they accomplish. true or false
Which of the following is an example of an increase in the complexity of an organization's environment?
An increase in the types of competitors faced by the organization
D. observable
At IBM, the __________ culture would includes the unique stories, ceremonies, and corporate rituals that make up the history of the firm. A. latent B. shared C. common D. observable E. implicit
observable
At IBM, the __________ culture would includes the unique stories, ceremonies, and corporate rituals that make up the history of the firm. A. latent B. shared C. common D. observable E. implicit
10. _________ is a passive form of resistance that involves noncompliance. (a) Constructive resistance (b) Dysfunctional resistance (c) Controlled resistance (d) Conscientious resistance
B. Dysfunctional resistance
One of the problems with the suppression of conflicts is that it ____________. A. Creates winners and losers B. Is a temporary solution that sets the stage for future conflict C. Works only with emotional conflicts D. Works only with substantive conflicts
B. Is a temporary solution that sets the stage for future conflict
14. When leaders create moral awareness and concern, enhance moral reasoning, and encourage moral responsibility, they are creating more __________. (a) transformational leadership (b) ethical climates (c) empowering climates (d) authenticity
B. ethical climate
Members of a team tend to become more motivated and better able to deal with conflict during the ____________ stage of team development. (a) forming (b) norming (c) performing (d) adjourning
C. Performing
13. Another name for integrative negotiation is____________. (a) arbitration (b) mediation (c) principled negotiation (d) smoothing
C. Principled negotiation
8. A lose-lose conflict is likely when the conflict management approach is one of ____________. (a) collaborator (b) altering scripts (c) accommodation (d) problem solving
C. accommodation
9. When individuals respond to power because they want to obtain a reward or avoid punishment, they are being _________. (a) politically savvy (b) empowered (c) instrumental (d) resistant
C. instrumental
6. To increase team cohesiveness, one would____________. (a) make the group bigger (b) increase membership diversity (c) isolate the group from others (d) relax performance pressures
C. isolate the group from others
There are six different principles of persuasion. They are: -Commitment and consistency, social proof, liking, reciprocity, scarcity, and authority -Commitment and consistency, social proof, liking, reciprocity, influence, and power -Commitment and consistency, conflict, liking, reciprocity, influence, and power
Commitment and consistency, social proof, liking, reciprocity, scarcity, and authority
Which conflict management style involved being uncooperative and assertive? This style is characterized by working against the wishes of the other party, engaging in win-lose competition, and/or forcing things to a favorable conclusion through the exercise of authority.
Competition
Which conflict management style involves being uncooperative and assertive? This style is characterized by working against the wishes of the other party, engaging in win-lose competition, and/or forcing things to a favorable conclusion through the exercise of authority.
Competition
Which conflict management style involves being uncooperative and assertive? This style is characterized by working against the wishes of the other party, engaging in win-lose competition, and/or forcing things to a favorable conclusion through the exercise of authority.
Competition
Which conflict management style involves being uncooperative and assertive? This style is characterized by working against the wishes of the other party, engaging in win-lose competition, and/or forcing things to a favorable conclusion through the exercise of authority. -Collaboration -Compromise -Avoidance -Competition -Accommodation
Competition
which conflict management style involves being uncooperative and assertive? This style is characterized by working against the wishes of the other party, engaging in win-lose competition, an /or forcing things to a favorable conclusion through the exercise of authority.
Competition
B. general environment
Complexity refers to the variety of things you need to pay attention to in the environment. The context of the market, environmental considerations, and social changes deal with the: A. Specific environment B. General environment
general environment
Complexity refers to the variety of things you need to pay attention to in the environment. The context of the market, environmental considerations, and social changes deal with the: A. Specific environment B. General environment
Leading change is hard because people are: Select all that apply. -Concerned about the future -Concerned about power, their own power and that of others -Uncertain, don't know what to expect
Concerned about the future Concerned about power, their own power and that of others Uncertain, don't know what to expect
When a team decision requires a high degree of commitment for its implementation, a ______________ decision is generally preferred.
Consensus
B. Positional, personal, and relational
Considering the framework outlined in the McGinn and Lingo article, the three types of power you can use to resolve tension are: A. Personal, influence, and relational B. Positional, personal, and relational C. Reciprocity, personal, and social proof
Positional, personal, and relational
Considering the framework outlined in the McGinn and Lingo article, the three types of power you can use to resolve tension are: A. Personal, influence, and relational B. Positional, personal, and relational C. Reciprocity, personal, and social proof
In a business setting, a firm's system of shared actions, values, and beliefs that develops within the company and guides the behavior of its members is called its __________.
Corporate Culture
In a business setting, a firm's system of shared actions, values and beliefs that develops within the company and guides the behavior of its members is called its ______________.
Corporate culture
In a business setting, the firm's system of shared actions, values, and beliefs that develops within the company and guides the behavior of its members is called its __________.
Corporate culture
__________ are groups of individuals with a unique pattern of values and philosophy that are inconsistent with the organization's dominant values and philosophy.
Countercultures
__________ are groups of individuals with a unique pattern of values and philosophy that is inconsistent with the organization's dominant values and philosophy. -Subordinate cultures -Competitive cultures -Countercultures -Societal cultures -Subcultures
Countercultures
____________ are groups of individuals with a unique pattern of values and philosophy that are inconsistent with the organization's dominant values and philosophy
Countercultures
______________ are groups of individuals with a unique pattern of values and philosophy that is inconsistent with the organization's dominant values and philosophy.
Countercultures
If rule changing and rule following are not properly balanced, there is a danger of reinforcing:
Cultural lag
__________ are parts of the normative controls of the organization and emerge from its daily routines.
Cultural rules and roles
Organizational __________ often specify/ies when various types of actions are appropriate and where individual members stand in the social system.
Culture
xxx legitimatizes and is a source of power. a) ability b) Motivation c) Influence D) Authority
D
Which of the following are the main processes that lead to team effectiveness?
Effort, knowledge, and strategy
Ralph makes it a point to always offer hep in technical areas in which he is skilled and knowledgeable. His subordinates trust his judgment, and follow his direction. What type of power is Ralph exerting?
Expert power
The issues concerned with __________ are tasks to be accomplished, methods used to achieve the goals, and methods of coping with success and failure.
External adaptation
In today's environment, with so much focus on competition, research shows that managers and team leaders spend relatively little time dealing with conflicts (T/F)
F
The central assumption behind the GLOBE theoretical model is that similar attributes and entities across cultures are most effective in organizations. T/F
F
Unfortunately, given its origin from the founders' values, managers cannot modify the visible aspects of culture, such as language, stories, rites, rituals, and sagas (T/F)
F
With the size advantage, larger firms often have a single dominant culture with a universal set of shared actions, values, and beliefs (T/F)
F
in a change management context, driving forces refer to those forces that prevent the implementation of organizational change (T/F)
F
interestingly, strong subcultures are seldom found in high-performing taskforces, teams and special project groups in organizations (T/F)
F
In modern day organizations, when change is implemented it is often a __________.
Failure
A counterculture is a group of individuals with a unique pattern of values and philosophy that is consistent with the organization's dominant values and philosophy.
False
A counterculture is a group of individuals with a unique pattern of values and philosophy that is consistent with the organization's dominant values and philosophy. -True -False
False
A product divisional form of departmentalization is the best organizational structure for a company that produces only one product but sells it in numerous geographic locations.
False
A product divisional form of departmentalization is the best organizational structure for a company that produces only one product but sells it in numerous geographical locations.
False
A product divisional form of departmentalization is the best organizational structure for a company that produces only one product but sells it in numerous geographical locations. -True -False
False
A subculture has a pattern of values and philosophy that outwardly rejects the surrounding culture of the larger organization or social system
False
A subculture has a pattern of values and philosophy that outwardly rejects the surrounding culture of the larger organization or social system.
False
Accommodation is a conflict management strategy may be used when an issue is trivial. -True -False
False
Accommodation is a conflict management strategy may be used when an issue is trivial. T/F
False
According to Bowen and Lawler, organizations that have jobs designed so that employees can employ a variety of skills and have a great deal of autonomy in carrying out these jobs, indicate high involvement or empowerment
False
According to French and Taven experts are perceived to have knowledge or understanding in all areas.
False
According to John Kotter, in order to establish a sense of urgency for change, it is sufficient to have 25% of a company's management be honestly convinced that business as usual is totally unacceptable.
False
According to John Kotter, in order to establish a sense of urgency for change, it is sufficient to have 25% of a company's management be honestly convinced that business as usual is totally unacceptable. -True -False
False
According to John Kotter, in order to establish a sense or urgency for change, it is sufficient to have 25% of a company's management be honestly convinced that business as usual is totally unacceptable.
False
An essential condition for high performance teamwork is to set specific goals for each team member
False
Decentralization increased when the discretion to spend money, to hire people, and to make similar decisions is moved farther up the hierarchy of authority.
False
Decentralization increases when the discretion to spend money, to hire people, and to make similar decisions is moved farther up the hierarchy of authority.
False
Decentralization increases when the discretion to spend money, to hire people, and to make similar decisions is moved farther up the hierarchy of authority. -True -False
False
For a person to wield information power, he or she needs to have some form of expertise over the generation or interpretation of the information.
False
For people to internalize, the agent must have referent power and in addition, be salient.
False
In a change management context, driving forces refer to those forces that prevent the implementation of organizational change.
False
In a change management context, driving forces refer to those forces that prevent the implementation of organizational change. -True -False
False
In many firms, the management philosophy is supported by a series of organizational rituals.
False
In many firms, the management philosophy is supported by a series of organizational rituals. -True -False
False
In many firms, the management philosophy is supported by a series of organizational riturals.
False
In today's environment, research shows that managers and team leaders spend relatively little time dealing with conflicts.
False
In today's environment, research shows that managers and team leaders spend relatively little time dealing with conflicts. -True -False
False
In today's environment, with so much focus on competition, research shows that managers and team leaders spend relatively little time dealing with conflicts.
False
Interestingly, strong subcultures are seldom found in high-performance task forces, teams, and special project groups in organizations
False
Interestingly, strong subcultures are seldom found in high-performance task-forces, teams and special project groups in organizations.
False
Interestingly, strong subcultures are seldom found in high-performance taskforces, teams, and special project groups in organizations. -True -False
False
Managers cannot modify the visible aspects of culture, such as the language, stories, rites, rituals and sagas
False
Managers cannot modify the visible aspects of culture, such as the language, stories, rites, rituals, and sagas
False
Managers cannot modify the visible aspects of culture, such as the language, stories, rites, rituals, and sagas.
False
Power is generally conceived as being broader in scope than influence
False
Power needs to be legitimate for it to be effective
False
T/F: Accommodation is a conflict management strategy may be used when an issue is trivial.
False
T/F: In today's environment, research shows that managers and team leaders spend relatively little time dealing with conflicts.
False
T/F: Managers cannot modify the visible aspects of culture, such as the language, stories rites, rituals and sagas
False
T/F: Managers cannot modify the visible aspects of culture, such as the language, stories, rites, rituals, and sagas.
False
T/F: The central assumption behind the GLOBE theoretical model is that similar attributes and entities across cultures are most effective in organizations.
False
T/F: The member satisfaction criterion of group effectiveness means that members are sufficiently satisfied to continue working well together on an ongoing basis and/or to look forward to working together again in the future.
False
T/F: When an organization faces greater dynamism in its environment, its managers should increase centralization of power so that they can closely monitor and control the actions of front-line employees
False
Team cohesiveness tends to be low when members are similar in age, attitudes, needs and backgrounds.
False
Team cohesiveness tends to be low when members are similar in age, attitudes, needs, and backgrounds
False
Team cohesiveness tends to be low when members are similar in age, attitudes, needs, and backgrounds.
False
Team cohesiveness tends to be low when members are similar in age, attitudes, needs, and backgrounds. -True -False
False
Teams make better decisions than their members could alone
False
The central assumption behind the GLOBE theoretical model is that similar attributes and entities across cultures are most effective in organizations
False
The central assumption behind the GLOBE theoretical model is that similar attributes and entities across cultures are most effective in organizations.
False
The central assumption behind the GLOBE theoretical model is that similar attributes and entities across cultures are most effective in organizations. -True -False
False
The contingency model for power states that people will identify in order to obtain a favorable reaction from the agent and not because of self-satisfying reasons to do so.
False
The member satisfaction criterion of group effectiveness means that all members are sufficiently satisfied to continue working well together on an ongoing basis and/or to look forward to working together again in the future.
False
The member satisfaction criterion of group effectiveness means that members are sufficiently satisfied to continue working well together on an ongoing basis and/or to look forward to working together again in the future.
False
The member satisfaction criterion of group effectiveness means that members are sufficiently satisfied to continue working well together on an ongoing basis and/or to look forward to working together again in the future. -True -False
False
Unfortunately, given its origin from the founder's values, managers cannot modify the visible aspect of culture, such as language, stories, rites, rituals and sagas.
False
When an organization faces greater dynamism in its environment, its managers should increase centralization of power so that they can closely monitor and control the actions of front-line employees. -True -False
False
With the size advantage, larger firms often have a single dominant culture with a universal set of shared actions, values and beliefs.
False
With the size advantage, larger firms often have a single dominant culture with a universal set of shared actions, values, and beliefs. -True -False
False
Accommodation is a conflict management strategy that may be used when an issue is trivial
False (best used when an issue is complex)
Distributive Negotiation
Focuses on positions staked out or declared by the parties involved, each of whom is trying to claim certain portions of the available pie
Exploitation
Focuses on refinement and reuse of existing products and processes.
Integrative or Principled Negotiation
Focuses on the merits of the issues, and the parties involved try to enlarge the available pie rather than stake claims to certain portions of it
What choice would you make if you were designing a mechanistic organization that functions like a well-oiled machine?
Formal coordination and narrow span of control High on formalization and standardization, High on centralization and departmentalization
When Pat Smith was appointed as a change leader in charge of implementing a new sales process at WisTech Inc., she met with key sales managers, regional vice-presidents, and staff members and got their buy-in for the change. Which of the following steps in the planned change model prop proposed by John Kotter do her actions address?
Forming a powerful guiding coalition
When Pat Smith was appointed as a change leader in charge of implementing a new sales process at WisTech Inc., she met with key sales managers, regional vice-presidents, and staff members and got their buy-in for the change. Which of the following steps in the planned change model proposed by John Kotter do her actions address?
Forming a powerful guiding coalition
When Pat Smith was appointed as a change leader in charge of implementing a new sales process at WisTech Inc., she met with key sales managers, regional vice-presidents, and staff members and got their buy-in for the change. Which of the following steps in the planned change model proposed by John Kotter do her actions address? -Empowering others to act on the vision -Creating a vision -Establishing a sense of urgency -Planning for and creating short-term wins -Forming a powerful guiding coalition
Forming a powerful guiding coalition
According to the planned change model proposed by John Kotter, which of the following is the first step in implementing a planned change?
Forming a powerful guiding coalition Empowering others to act on the vision You Answered Creating a vision(incorrect) Establishing a sense of urgency Planning for and creating short-term wins
true
Functional departmentation refers to the grouping of individuals by skill, knowledge, and action. true or false?
Complexity refers to the variety of things you need to pay attention to in the environment. The context of the market, environmental considerations, and social changes deal with the
General environment
Complexity refers to the variety of things you need to pay attention to in the environment. The context of the market, environmental considerations, and social changes deal with the:
General environment
D. reactive
Getting into a market after a competitor has entered a market is a _______ change. A. Unplanned B. Radical C. Proactive D. Reactive
reactive
Getting into a market after a competitor has entered a market is a _______ change. A. Unplanned B. Radical C. Proactive D. Reactive
Team performance is not in danger of suffering when:
Goals are well designed
Countercultures
Groups where the patterns of values and philosophies outwardly reject those of the organization or social system.
Subcultures
Groups who exhibit unique patterns of values and philosophies not consistent with the dominant culture of the larger organization or system.
B.having the leader express his/her preference for a particular course of action.
Groupthink can be avoided by doing all of the following EXCEPT: A. creating subgroups that each work on the same problem. B. having the leader express his/her preference for a particular course of action. C. inviting outside experts to observe and react to group processes. D. writing alternative scenarios for the intentions of competing groups. E. assigning the role of critical evaluator to each group member.
B. having the leader express his/her preference for a particular course of action.
Groupthink can be avoided by doing all of the following EXCEPT: A. writing alternative scenarios for the intentions of competing groups. B. having the leader express his/her preference for a particular course of action. C. inviting outside experts to observe and react to group processes. D. creating subgroups that each work on the same problem. E. assigning the role of critical evaluator to each group member.
true
Having the formal authority to approve or deny employees requests for job transfers, equipment purchases, overtime, or personal time off are examples of a manager's legitimate power. True False
good for members
Highly cohesive teams tend to be______ (a) bad for organizations (b) good for members (c) good for social loafing (d) bad for norm conformity
Leaders influence the culture of an organization by which of the following actions:
Hire and fire individuals React to problems or crises Communicate and behave Allocate rewards
organizational and personal pride
If you heard from an employee of a local bank "It's a tradition here for us to stand up and defend the bank when someone criticizes it," you could assume that the bank employees had strong ____________ norms. (a) support and helpfulness (b) organizational and personal pride (c) ethical and social responsibility (d) improvement and change
D. organizational and personal pride
If you heard from an employee of a local bank, "it's tradition here for us to stand up and defend the bank hen someone criticizes it," you could assume that the bank employees had strong _________ norms. A. support and helpfullness B. ethical and social responsibility C. improvement and change D. organizational and personal pride
B. Refreezing the organization
In Lewin's four-part model of change, ____________ relates to putting in new reward systems and policies. A. Leveraging internal driving forces B. Refreezing the organization C. Making the change D. Unfreezing the organization
Refreezing the organization
In Lewin's four-part model of change, ____________ relates to putting in new reward systems and policies. A. Leveraging internal driving forces B. Refreezing the organization C. Making the change D. Unfreezing the organization
true
In North American companies, subcultures and countercultures may naturally form on the basis of ethnic, racial, gender, generational, or locational similarities. True False
D. corporate culture
In a business setting, a firm's system of shared actions, values, and beliefs that develops within the company and guides the behavior of its members is called its __________. A. institutional culture B. domestic culture C. bureaucratic culture D. corporate culture E. indigenous culture
false
In many firms, the management philosophy is supported by a series of organizational rituals. True False
Organizational politics occur in the __________ of an organization.
Informal systems
Collaboration and Problem Solving
Involve recognition that something is wrong and needs attention through problem solving; Seeking true satisfaction of everyone's concerns by working through differences, finding and solving problems so everyone gains as a result (Cooperative, Assertive)
Line-Staff Conflict
Involves disagreements between line and staff personnel over who has authority and control over decisions on matters such as budgets, technology, and human resource practices
Substantive Conflict
Involves fundamental disagreement over ends or goals to be pursued and the means for their accomplishment
C. Collaboration
Len emphasizes cooperation and assertiveness in dealing with conflict situations in his department. Differences are worked through together so that everybody's concerns are addressed and everyone gains something in the end. Len uses which conflict management style? A. Accommodation B. Competition C. Collaboration D. Compromise E. Avoidance
Collaboration
Len emphasizes cooperation and assertiveness in dealing with conflict situations in his department. Differences are worked through together so that everybody's concerns are addressed and everyone gains something in the end. Len uses which conflict management style? A. Accommodation B. Competition C. Collaboration D. Compromise E. Avoidance
Management Philosophy
Links key goal-related issues with key collaboration issues to come up with general ways by which the firm will manage its affairs.
Your leader makes it well known that she doesn't have time for employees' personal problems. She doesn't really care who does the work as long as it is of good quality. Further, she sets high standards, lets you know if you are not maintaining a high level of performance, and doesn't care whose feelings are hurt as a result. She can be described as a leader _________ in consideration and _________ in initiating structure.
Low; high
the diversity-consensus dilemma
Members of a multinational task force in a large international business should probably be aware that ____________ might initially slow the progress of the team (a) synergy (b) groupthink (c) the diversity-consensus dilemma (d) intergroup dynamics
Within which of the following major stages of a planned change implementation in Kurt Lewin's model would you place the 'creating a vision' step in Kotter's planned change model?
Mobilize (Unfreeze)
Within which of the following major stages of a planned change implementation in Kurt Lewin's model would you place the 'creating a vision' step in Kotter's planned change model? -Mobilize (Unfreeze) -Change (Move) -All of the answer choices are correct -Sustain (Freeze or Re-freeze)
Mobilize (Unfreeze)
Within which of the following major stages of a planned change implementation in Kurt Lewin's model would you place the 'creating a vision' step in Kotter's planned change model?
Mobilize (unfreeze)
The __________ culture includes the unique stories, ceremonies, and corporate rituals that make up the history of the firm or a group within it.
Observable
Three important levels of cultural analysis in organizations are:
Observable culture, shared values, and common assumptions
Vertical Conflict
Occurs between levels and commonly involves supervisor-subordinate and team leader-team member disagreements over resources, goals, deadlines, or performance results
Horizontal Conflict
Occurs between persons or groups working at the same organizational level
Conflict
Occurs when parties disagree over substantive issues or when emotional antagonists create friction between them
Effective Negotiation
Occurs when substance issues are resolved and working relationships are maintained or improved
Intrapersonal Conflict
Occurs within the individual because of actual or perceived pressures from incompatible goals or expectations
true
Often, the language of a subculture, and its rituals and rites, emerge from the group as a form of jargon. true or false?
B. all of these choices are correct
One of the key ways management influences the organizational culture is via the __________. A. leaders assigned to top management. B. All of these choices are correct. C. people it fires. D. reward systems it establishes. E. people it hires.
Engaged employees are more likely to help their colleagues when needed and volunteer to take on extra assignments. These actions are often referred to as
Organizational Citizenship Behaviors (OCBs)
Engaged employees are more likely to help their colleagues when needed and volunteer to take on extra assignments. These actions are often referred to as: -Organizational Citizenship Behaviors (OCBs) -Management by Objectives (MBO) -Organizational Socialization
Organizational Citizenship Behaviors (OCBs)
culture
Organizational ________ often specify/ies when various types of actions are appropriate and where individual members stand in the social system.
If you heard from an employee of a local bank, "it's tradition here for us to stand up and defend the bank when someone criticizes it," you could assume that the bank employees had strong ____________ norms.
Organizational and personal price
If you heard from an employee of a local bank, "it's tradition here for us to stand up and defend the bank hen someone criticizes it," you could assume that the bank employees had strong _________ norms.
Organizational and personal pride
Engaged employees are more likely to help their colleagues when needed and volunteer to take on extra assignments. These actions are often referred to as:
Organizational citizenship behaviors (OCBs)
A. strong cultures
Organizations with __________ possess a broadly and deeply shared value system that can provide a strong corporate identity, enhance collective commitment, provide a stable social system, and reduce the need for formal and bureaucratic controls. A. strong cultures B. strong top managers C. strong designs D. strong artifacts E. strong structures
D. strong cultures
Organizations with __________ possess a broadly and deeply shared value system that can provide a strong corporate identity, enhance collective commitment, provide a stable social system, and reduce the need for formal and bureaucratic controls. A. strong top managers B. strong artifacts C. strong structures D. strong cultures E. strong designs
true
Personal power resides in the individual and is independent of that individual's position within an organization. True False
Considering the framework outlined in the McGinn and Lingo article, the three types of power you can use to resolve tension are:
Positional, personal and relational
Considering the framework outlined in McGinn and Lingo article, the three types of power you can use to resolve tension are:
Positional, personal, and relational
Considering the framework outlined in the McGinn and Lingo article, the three types of power you can use to resolve tension are:
Positional, personal, and relational
Considering the framework outlined in the McGinn and Lingo article, the three types of power you can use to resolve tension are:
Positional, personal, and relational
The top management of the GreenBucks Hills Coffee Company has just decided to serve beer and wine after 5 PM at its 3000 retail outlets in the United States, in response to a perceived opportunity to attract customers between work hours and dinnertime. This is an example of which of the following types of change?
Proactive change
The introduction of new and better work methods and operations is the result of
Process innovations
E. Expert power
Ralph makes it a point to always offer help in technical areas in which he is skilled and knowledgeable. His subordinates trust his judgment, and follow his direction. What type of power is Ralph exerting? A. Coercive power B. Reward power C. Legitimate power D. Referent power E. Expert power
Getting into a market after a competitor has entered a market is a ________ change
Reactive
Getting into a market after a competitor has entered a market is a _________ change. -Radical -Proactive -Unplanned -Reactive
Reactive
In Lewin's four-part model of change, ____________ refers to putting in new reward systems and policies.
Refreezing the organization
In Lewin's four-part model of change, ____________ relates to putting in new reward systems and policies. -Making the change -Refreezing the organization -Unfreezing the organization -Leveraging internal driving forces
Refreezing the organization
What type of power does a manager exercise when he or she offers pay raises, bonuses, special assignments, or compliments as incentives to subordinates? -Expert power -Coercive power -Referent power -Reward power -Legitimate power
Reward power
In many larger U.S. based firms the ____________match(es) the overall strategy of the firm and reinforce(s) the __________ emerging from day-to-day activities.
Reward system; culture
___________ are important because they are used to tell new members the real mission of the organization, how the organization operates, and how individuals can fit into the company.
Rites
__________ are groups of individuals with a unique pattern of values and philosophy that is NOT consistent with the organization's dominant values and philosophy.
Subcultures
__________ are groups of individuals with a unique pattern of values and philosophy that is NOT inconsistent with the organization's dominant values and philosophy
Subcultures
Which of the following statements is incorrect regarding subcultures?
Subcultures reflect groups with a unique pattern of values and philosophy that are inconsistent with dominant culture of the larger organization or social system.
Which of the following statements is incorrect regarding subcultures?
Subcultures reflect groups with a unique pattern of values and philosophy that are inconsistent with the dominant culture of the larger organization or social system
Which of the following statements is incorrect regarding subcultures?
Subcultures reflect groups with a unique pattern of values and philosophy that are inconsistent with the dominant culture of the larger organization or social system.
Which of the following statements is incorrect regarding subcultures? -Strong subcultures are often found in high-performance special project groups. -Subcultures reflect groups with a unique pattern of values and philosophy that are inconsistent with the dominant culture of the larger organization or social system. -Subcultures emerge to bind individuals working intensely together to accomplish a specific task. -Strong subcultures are often found in high-performance teams. -Strong subcultures are often found in high-performance task forces.
Subcultures reflect groups with a unique pattern of values and philosophy that are inconsistent with the dominant culture of the larger organization or social system.
When teams accomplish more than the total of their individual members' capabilities, what occurs?
Synergy
Radical change, or transformational change, results in a major overhaul of the organization or its component systems (T/F)
T
When a team achieves its performance goals regarding quantity, quality and timeliness of work results, the ____________ characteristic of team effectiveness is being demonstrated.
Task Performance
E. stories about the organization
To begin understanding an organization's culture, it is often easiest to start with which of the following? A. observations of employee actions B. work group norms C. the organization's code of ethics D. the employee handbook E. stories about the organization
true
To many researchers and managers, shared common values lie at the heart of organizational culture. True False
E. visible aspects
Tony is a manager at Tone Corporation. As a manager he can modify the __________ of culture, such as the language, stories, rites, rituals, and sagas. A. written aspects B. oral aspects C. verbal aspects D. vocal aspects E. visible aspects
visible aspects
Tony is a manager at Tone Corporation. As a manager he can modify the __________ of culture, such as the language, stories, rites, rituals, and sagas. A. written aspects B. oral aspects C. verbal aspects D. vocal aspects E. visible aspects
__________ set the tone for a culture and for cultural change. -Middle level managers -First-line supervisors -Competitors -Top managers -Shareholders
Top managers
Among the major risks of creating a virtual or networked organization with part of the organizations activities outsourced to contractors, are theft of intellectual property as well as unethical practices and other wrongdoing by potential contractors. -True -False
True
An effective group is one that achieves high levels of task performance, member satisfaction, and team viability. -True -False
True
An essential criterion of a true team is that the members feel 'collectively accountable' for what they accomplish
True
An essential criterion of a true team is that the members feel 'collectively accountable' for what they accomplish.
True
An essential criterion of a true team is that the members feel 'collectively accountable' for what they accomplish. -True -False
True
An organization with a 'strong culture' possesses a broadly and deeply shared value system that can provide a strong corporate identity, enhance collective commitment, provide a stable social system, and reduce the need for formal and bureaucratic controls.
True
Avoidance involved pretending a conflict does not really exist.
True
Engineers are granted expert power in functional matters but not in personnel or public relations problems.
True
Functional departmentation refers to the grouping of individuals by skill, knowledge, and action.
True
Functional departmentation refers to the grouping of individuals by skill, knowledge, and action. -True -False
True
Having the formal authority to approve or deny employees requests for job transfers, equipment purchases, overtime or personal time off are examples of a manager's legitimate power.
True
House's path-goal theory of leadership assumes that a leader's key function is to adjust his or her behaviors to complement situational contingencies that influence the accomplishment of personal goals and organizational goals. -True -False
True
In North American companies, subcultures and countercultures may naturally form on the basis of ethnic, racial, gender, generational, or locational similarities. -True -False
True
In order to judge whether a change implementation has been successful, it is important to not only assess whether the intended change happened, but also to assess how the change affected the organization and the change agent.
True
In order to judge whether a change implementation has been successful, it is important to not only assess whether the intended change happened, but also to assess how the change affected the organization and the change agent. -True -False
True
Legitimate power stems from the internalized values of the other persons that five the legitimate right to the agent to influence them
True
Legitimate power, or formal hierarchical authority, stems from the extent to which a manager can control subordinates' behavior because they believe the boss has the right to do so.
True
T/F: Among the major risks of creating a virtual or networked organization with part of the organizations activities outsourced to contractors, are theft of intellectual property as well as unethical practices and other wrongdoing by potential contractors.
True
T/F: Cultural differences can have a major impact on the performance of organizations and the quality of work life experienced by their members.
True
T/F: Having the formal authority to approve or deny employees requests for job transfers, equipment purchases, overtime, or personal time off are examples of a manager's legitimate power.
True
T/F: House's path-goal theory of leadership assumes that a leader's key function is to adjust his or her behaviors to complement situational contingencies that influence the accomplishment of personal goals and organizational goals.
True
T/F: Legitimate power, or formal hierarchical authority, stems from the extent to which a manager can control subordinates' behavior because they believe the boss has the right to do so.
True
T/F: Most large organizations contain several subcultures as well as one or more countercultures.
True
T/F: Organizational socialization is the process by which organizational newcomers are transformed from outsiders to effect and participatory members of the organization and Management by Objectives (MBO) is a direct application of goal setting theory
True
T/F: Radical change, or transformational change, results in a major overhaul of the organization or its component systems.
True
T/F: The five stages of team development are forming, storming, norming, performing and adjourning
True
TRUE/FALSE: Members with cultural intelligence and sensitivity can help the team to unlock its performance advantages
True
TRUE/FALSE: Moderate levels of conflict are good for performance
True
The five stages of team development are forming, storming, norming, performing and adjourning.
True
The five stages of team development are forming, storming, norming, performing, and adjourning.
True
The five stages of team development are forming, storming, norming, performing, and adjourning. -True -False
True
The legal climate and unions have reduced some of the coercive power that managers used to have
True
The more ambiguous and complex the goals become, the more the politics in an organization
True
The observable culture includes the unique stories, ceremonies, and corporate rituals that make up the history of the firm or a group within the firm.
True
The potential advantages of group decision making include more knowledge and expertise being applied to the problem, more alternatives being considered, greater understanding and acceptance of the final decision, and more commitment among group members to making the final decision work. -True -False
True
The potential advantages of group decision making include more knowledge and expertise being applied to the problem, more alternatives being considered, greater understanding and acceptance of the final decision, and more commitment among group members to making the final decision work.
True
The system of shared actions, values, and beliefs that develops within an organization and guides the behavior of its members is called an organization culture.
True
To many researchers and managers, shared common values lie at the heart of organizational culture.
True
To many researchers and managers, shared common values lie at the heart of organizational culture. -True -False
True
To many researchers and mangers, share common values lie at the heart of organizational culture.
True
Walter Nord suggests that organizations are composed of coalitions that compete with one another for resources, energy, and influence.
True
When employees are given access to information as a vital of their empowerment, their willingness to cooperate is enhanced
True
Yukl and his colleagues found that the consultation and rational persuasion tactics were used most frequently
True
Leading change is hard because people are: Select all that apply.
Uncertain, don't know what to expect Concerned about the future Concerned about power, their own power and that of others
The formal study of change has been traced back to Kurt Lewin. Lewin developed a four-part model of change. This model includes
Understand context of change, unfreeze the organization, make the change, refreeze the organization
The formal study of change has been traced back to Kurt Lewin. Lewin developed a four-part model of change. This model includes:
Understand context of change, unfreeze the organization, make the change, refreeze the organization
The formal study of change has been traced back to Kurt Lewin. Lewin developed a four-part model of change. This model includes:
Understand the context of change, unfreeze the organization, make the change, refreeze the organization
Tony is a manager at Tone Corporation. As a manager he can modify the __________ of culture, such as the language, stories, rites, rituals, and sagas. -verbal aspects -written aspects -visible aspects -oral aspects -vocal aspects
VISIBLE aspects
invisible
Values, underlying assumptions, and deep beliefs make up the ______ component of an organization's culture. A. Visible B. Invisible
invisible
Values, underlying assumptions, and deep beliefs make up the _______ component of an organization's culture.
Tony is a manager at Tone Corporation. As a manager he can modify the __________ of culture, such as the language, stories, rites, rituals, and sagas.
Visible Aspects
high member satisfaction
What can be predicted when you know that a work team is highly cohesive? (a) high-performance results (b) high member satisfaction (c) positive performance norms (d) status congruity
B. all answer choices are correct
What choice would you make if you were designing a mechanistic organization that functions like a well-oiled machine? A. High on formalization and standardization, B. All the answer choices are correct C. High on centralization and departmentalization D. Formal coordination and narrow span of control
all answer choices are correct
What choice would you make if you were designing a mechanistic organization that functions like a well-oiled machine? A. High on formalization and standardization, B. All the answer choices are correct C. High on centralization and departmentalization D. Formal coordination and narrow span of control
What are the questions you can ask to determine if a change has been successful? Select one or more:
What were the effects on the organization? What were the effects on the change agent? Did the change happen?
What are the questions you can ask to determine if a change has been successful? Select one or more
What were the effects on the organization?, Did the change happen?, What were the effects on the change agent?
rite
When Japanese workers start each day with the company song, this is an example of a(n) ______________. A. myth B. rite C. symbol D. underlying assumption
E. forming a powerful guiding coalition
When Pat Smith was appointed as a change leader in charge of implementing a new sales process at WisTech Inc., she met with key sales managers, regional vice-presidents, and staff members and got their buy-in for the change. Which of the following steps in the planned change model proposed by John Kotter do her actions address? A. Empowering others to act on the vision B. Creating a vision C. Establishing a sense of urgency D. Planning for and creating short-term wins E. Forming a powerful guiding coalition
The performance advantages of teams over individuals are most evident in all of the following cases EXCEPT:
When a conservative decision is required.
control
When a new team member is anxious about questions such as "Will I be able to influence what takes place?" the underlying issue is one of ______ (a) relationships (b) goals (c) processes (d) control
status incongruence
When a person holds a prestigious position as a vice president in a top management team, but is considered just another member of an employee involvement team that a lower-level supervisor heads, the person might experience ________ (a) role underload (b) role overload (c) status incongruence (d) the diversity-consensus dilemma
A. task performance
When a team achieves its performance goals regarding quantity, quality, and timeliness of work results, the __________ characteristic of team effectiveness is being demonstrated. A. task performance B. team viability C. member satisfaction D. team excellence
task performance
When a team achieves its performance goals regarding quantity, quality, and timeliness of work results, the __________ characteristic of team effectiveness is being demonstrated. A. task performance B. team viability C. member satisfaction D. team excellence
false
When an organization faces greater dynamism in its environment, its managers should increase centralization of power so that they can closely monitor and control the actions of front-line employees. True False
D. synergy
When teams accomplish more than the total of their individual members' capabilities, what occurs? A. Union B. Exchange C. Harmony D. Synergy E. Association
synergy
When teams accomplish more than the total of their individual members' capabilities, what occurs? A. Union B. Exchange C. Harmony D. Synergy E. Association
C. effort, knowledge, and strategy
Which of the following are processes that lead to team effectiveness? A. Team output, team growth, individual learning B. Resources and systems, nature of tasks, and team composition C. Effort, knowledge, and strategy
effort, knowledge, and strategy
Which of the following are processes that lead to team effectiveness? A. Team output, team growth, individual learning B. Resources and systems, nature of tasks, and team composition C. Effort, knowledge, and strategy
D. all of the answer choices are correct
Which of the following characteristics of a change leader is/are related to successful implementation of change? A. Credibility B. Focus C. Determination D. All of the answer choices are correct E. Flexibility
B. member satisfaction
Which of the following is not a key team input? A. Goals, rewards, and resources B. Member satisfaction C. Team size D. The nature of the task E. Team composition
member satisfaction
Which of the following is not a key team input? A. Goals, rewards, and resources B. Member satisfaction C. Team size D. The nature of the task E. Team composition
affiliation
Your boss sits down at one of the weekly staff meetings. She explains that there are tremendous challenges ahead for the company, beginning with developing a new marketing strategy. She says that she knows there have been some personal tragedies within the team during the past few months. But, she goes on to say that she cares deeply about each person and wants to publicly offer her support so that an effective decision can be made. According toLeadership That Gets Results by Daniel Goleman, your boss is exhibiting what style of leadership?
A. low;high
Your leader makes it well known that she doesn't have time for employees' personal problems. She doesn't really care who does the workÉso long as it is of good quality. Further, she sets high standards, lets you know if you are not maintaining a high level of performance, and doesn't care whose feelings are hurt as a result. She can be described as leader ______ in consideration and ______ in initiating structure. A. Low; high B. High; low C. Low; low D. High; high
C. subcultures
__________ are groups of individuals with a unique pattern of values and philosophy that is NOT inconsistent with the organization's dominant values and philosophy. A. Tributary cultures B. Subordinate cultures C. Subcultures D. Collateral cultures E. Countercultures
subcultures
__________ are groups of individuals with a unique pattern of values and philosophy that is NOT inconsistent with the organization's dominant values and philosophy. A. Tributary cultures B. Subordinate cultures C. Subcultures D. Collateral cultures E. Countercultures
E. countercultures
__________ are groups of individuals with a unique pattern of values and philosophy that is inconsistent with the organization's dominant values and philosophy. A. Subcultures B. Competitive cultures C. Societal cultures D. Subordinate cultures E. Countercultures
The idea of this tactic is that allowing subordinates to participate and to have the expectation of shared decision-making may erode the power of the manager. a) Taking counsel with caution b) Collecting an using IOUs c) progressing one step at a time d) Being aware of resource dependence
a
124. Which of the following statements provides an accurate description of homogeneous teams? a) Homogeneous teams have members who are similar with respect to such variables as age, gender, race, experience, ethnicity, and culture. b) Members of homogeneous teams experience difficulty in building social relations and engaging in the interactions needed for teamwork. c) Homogeneity does not limit the team in terms of ideas, viewpoints, and creativity. d) Team members have diverse cultures and lifestyles. e) Members of homogeneous teams have different backgrounds and experience.
a) Homogeneous teams have members who are similar with respect to such variables as age, gender, race, experience, ethnicity, and culture.
100. Which of the following statements does NOT accurately describe the storming stage of team development? a) Hostility and infighting seldom occur. b) The team typically experiences many changes, and coalitions or cliques may form. c) Members' expectations tend to be clarified, and attention shifts toward obstacles standing in the way of team goals. d) Individuals begin to understand one another's interpersonal styles. e) Efforts are made to find ways to accomplish team goals while satisfying individual needs.
a) Hostility and infighting seldom occur.
122. The FIRO-B theory suggests that teams whose members have __________ needs are likely to be more effective than teams whose members are more __________. a) compatible; incompatible b) incompatible; compatible c) diverse; similar d) technical; social e) social; technical
a) compatible; incompatible
121. The FIRO-B theory examines differences in how people relate to one another based on their needs to express and receive feelings of __________. a) inclusion, control, and affection b) status, control, and affiliation c) power, achievement, and control d) affection, nurturance, and affiliation e) status, achievement, and power
a) inclusion, control, and affection
Some of the tradeoffs in having control over an organization through centralization is:
a. Assumes you are able to know every contingency that could arise b. Exceptions slow down the responsiveness of your organization c. Not able to adapt to changes d. Both A and B B
Which of the following involves the creation of guidelines so that similar work activities are repeatedly performed in a similar fashion?
a. Centralization b. Decentralization c. Coordination d. Formalization e. Standardization E
There are six different principles of persuasion. They are:
a. Commitment and consistency, social proof, liking, reciprocity, scarcity, and authority b. Commitment and consistency, social proof, liking, reciprocity, influence, and power c. Commitment and consistency, conflict, liking, reciprocity, influence, and power A
Len emphasizes cooperation and assertiveness in dealing with conflict situations in his department. Differences are worked through together so that everybody's concerns are addressed and everyone gains something in the end. Len uses which conflict management style?
a. Competition b. Avoidance c. Collaboration d. Accommodation e. Compromise C
What choice would you make if you were designing a mechanistic organization that functions like a well-oiled machine?
a. High on formalization, standardization, centralization and departmentalization b. Informal coordination and wide span of control c. Formal coordination and narrow span of control d. Both A and B e. Both A and C E
Values, underlying assumptions, and deep beliefs make up the ______ component of an organization's culture.
a. Invisible b. Visible A
Engaged employees are more likely to help their colleagues when needed and volunteer to take on extra assignments. These actions are often referred to as:
a. Organizational Socialization b. Organizational Citizenship Behaviors (OCBs) c. Management by Objectives (MBO) B
__________ are groups of individuals with a unique pattern of values and philosophy that is NOT inconsistent with the organization's dominant values and philosophy.
a. Subcultures b. Countercultures c. Subordinate cultures d. Collateral cultures e. Tributary cultures A
Team performance can suffer when:
a. goals are unclear. b. goals are too focused on individual-level accomplishments. c. resources are inefficient to accomplish the task. d. when goals are insufficiently challenging. e. All of the above. E
In a business setting, a firm's system of shared actions, values, and beliefs that develops within the company and guides the behavior of its members is called its __________.
a. institutional culture b. corporate culture c. indigenous culture d. bureaucratic culture e. domestic culture B
Organizations with __________ possess a broadly and deeply shared value system that can provide a strong corporate identity, enhance collective commitment, provide a stable social system, and reduce the need for formal and bureaucratic controls.
a. strong structures b. strong designs c. strong cultures d. strong artifacts e. strong top managers C
Which of the following set of conditions would require the narrowest span of control?
a. tasks are complex, when subordinates are inexperienced or poorly trained, or when tasks call for team effort. b. tasks are straightforward, when subordinates are experienced, or when tasks call primarily for individual effort. c. tasks are straightforward, when subordinates are inexperienced or poorly trained, or when tasks call for team effort. d. tasks are complex, when subordinates are experienced, and when tasks call for team effort. e. tasks are complex, when subordinates are inexperienced or poorly trained, or when tasks call primarily for individual effort. A
During a conflict situation Kyle is cooperative but unassertive with his employees. He tries to smooth over their differences but it only produces a false sense of harmony among them. Which type of conflict management style is Kyle using?
accommodation
During a conflict situation Kyle is cooperative but unassertive with his employees. He tries to smooth over there differences but it only produces a false sense of harmony among them. What type of conflict management style is Kyle using?
accommodation
When issues are more important to others than to yourself or when you want to build 'credits' for use in later disagreements _______ may be used. -compromise -collaboration and problem solving -accommodation -authoritative command -avoidance
accommodation
When issues are more important to others than to yourself or when you want to build 'credits' for use in later disagreements _________ may be used
accommodation
When issues are more important to others than to yourself or when you want to build 'credits' for use in later disagreements __________ may be used.
accomodation
What are the four dimensions of transactional leadership
active management by exception, passive management by exception, continent rewards, laissez-faire
Pharmaceutical companies and manufacturers of health care products often lobby on issues such as healthcare reform and patent protection. What type of a political strategy are these companies following? a) Constituency building strategy b) information strategy c) financial incentive strategy d) Executive-supervisor relations strategy
b
Which of the following statement is true about expert power? a) People are perceived to have expert power outside their functional areas b) Credibility, trustworthiness, and relevance are essential c) It is indiscriminate d) Managers occasionally rely on their expert power.
b
xxxx is the authority to make decisions within one's area of responsibility without first having to get approval from someone else. a) social power b) Empowerment c) Liberation d) Expert power
b
101. During what stage of team development may a team member ask, "What can the group offer me? Can my needs be met at the same time that I contribute to the group? a) Storming b) Forming c) Performing d) Adjourning e) Norming
b) Forming
99. During which stage of team development does hostility and infighting occur with the team typically experiencing many changes? a) Forming b) Storming c) Norming d) Performing e) Adjourning
b) Storming
106. An immature group will have all of the following characteristics EXCEPT: a) dysfunctional decision-making methods. b) flexible operating procedures. c) unclear communications. d) independent authority relations. e) low acceptance of minority views.
b) flexible operating procedures.
105. The performing stage of team development is described by all of the following characteristics EXCEPT: a) the team is able to deal with complex tasks and handle internal disagreements in creative ways. b) the team structure is unstable. c) members are motivated by team goals and are generally satisfied. d) the primary team challenges are continued efforts to improve relationships and performance. e) team members should be able to adapt successfully as opportunities and demands change over time.
b) the team structure is unstable.
___________ says that leadership is an emergent property of a group or network of interacting individuals. a. Leadership identity construction b. Distributed leadership c. Leader-member exchange theory d. Social exchange theory
b. distributed leadership
__________ occurs through processes of claiming and granting. a. followership b. Leadership identity construction c. collective leadership d. social exchange
b. leadership identity construction
98. Which of the following statements does NOT accurately describe the forming stage of team development? a) Members are interested in getting to know each other. b) Members are interested in discovering what is considered acceptable behavior. c) Members are interested in maintaining the sense of harmony that has been established. d) Members are interested in determining the real task of the team. e) Members are interested in defining team rules.
c) Members are interested in maintaining the sense of harmony that has been established.
103. Which of the following statements does NOT accurately describe the norming stage of team development? a) The turmoil of the preceding stage gives way to a precarious balancing of forces. b) Holding the team together may become more important to some members than working on the team's tasks. c) Minority viewpoints, deviations from group directions, and criticism are welcomed as members experience a preliminary sense of closeness. d) Team members experience a new sense of harmony. e) Some team members may mistakenly perceive this stage as one of ultimate maturity.
c) Minority viewpoints, deviations from group directions, and criticism are welcomed as members experience a preliminary sense of closeness.
108. Which of the following is the correct equation for team effectiveness according to the open systems model of teams? a) Team effectiveness = Quality of inputs x (Process gains + Process losses) b) Team effectiveness = Quality of outputs + (Process gains x Team inputs) c) Team effectiveness = Quality of inputs x (Process gains - Process losses) d) Team effectiveness = Quality of outputs x (Process gains + Process losses) e) Team effectiveness = Quality of outputs + (Process gains x Team inputs)
c) Team effectiveness = Quality of inputs x (Process gains - Process losses)
116. Which of the following statements accurately describes the impact of team member competencies on team performance? a) Talent alone can guarantee performance results. b) It is relatively easy to overcome the performance limitations imposed by insufficient skills and competencies for the task at hand. c) To achieve success, a team must have the right skills and competencies available for task performance. d) In homogeneous teams, members are very different and bring needed diversity in skill sets to the team. e) The difficulties of heterogeneity are especially pronounced in the long run.
c) To achieve success, a team must have the right skills and competencies available for task performance.
10. Groups where the patterns of values outwardly reject those of the larger organization are ____________. (a) external adaptation rejectionist (b) cultural lag (c) countercultures (d) organizational myths
c) countercultures
73. The __________ is another name for the functional silos problem. a) individual unit problem. b) serviceable group problem c) functional chimney problem d) hyper-focused team problem e) exclusive over-assemblage problem
c) functional chimney problem
114. The __________ of a team's task involve relationships, ego involvement, controversies over means and ends, and the like. a) cognitive demands b) mechanical demands c) social demands d) technical demands e) psychological demands
c) social demands
Individuals who engage in voice likely have a _________. a. weak feedback orientation b. prototypical leadership theory c. constructive follower orientation d. power distance orientation
c. constructive follower orientation
We could almost say that it is in __________ that leadership is created. a. positions b. authority c. following d. hierarchy
c. following
If a football coach gave advice on world affairs, it would be neither relevant nor useful, and the football coach would be lacking in this type of power. a) Legitimate power b) Referent power c) reward power d) expert power
d
Walter Nord Suggests all these postulates of power in organizations that help focus on political realities EXCEPT: a) Various coalitions will seek to protect their interests and positions of influence b) The unequal distribution of power itself has dehumanizing effects c) the exercise of power within an organization is one very crucial aspect of the exercise of power withing the larger social system d) organizations compete with one another for resources, influence and energy
d
Which of the following scenarios is likely to be characterized by a high level of organizational politics? a) An organization that has substantial financial resources. b) An organization whose decisions are made through consensus c) An organization operating in a stable external environment d) A planned organization development effort brought on by external forces
d
109. Key team inputs include all of the following EXCEPT: a) the nature of the task. b) goals, rewards, and resources. c) team composition. d) member satisfaction. e) team size.
d) member satisfaction.
118. When voting is required in problem solving teams, __________. a) larger numbers of team members are preferred b) smaller numbers of team members are preferred c) even numbers of team members are preferred d) odd numbers of team members are preferred e) the team leader should make the decision
d) odd numbers of team members are preferred
13. Commonly held cause-effect relationships that cannot be empirically supported are referred to as ____________. (a) cultural lags (b) rituals (c) management philosophy (d) organizational myths
d) organizational myths
Power distance is an example of _________. a. an implicit followership theory b. upward leadership c. the leadership process d. a follower role orientation
d. a follower role orientation
If a manager and subordinate have a lot of trust and support for one another, we can say they have a _________. a. weak norm or reciprocity b. idiosyncratic relationship c. low LMX relationship d. high LMX relationship
d. high LMX relationship
In a change management context, driving forces refer to those forces that prevent the implementation of organizational change.
false
In today's environment, research shows that managers and team leaders spend relatively little time dealing with conflicts.
false
In today's environment, with so much focus on competition, research shows that managers and team leaders spend relatively little time dealing with conflicts.
false
In today's environment, with so much focus on competition, research shows that managers and team leaders spend relatively little time dealing with conflicts.
false
Interestingly, strong subcultures are seldom found in high-performance taskforces, team, and special project groups in organizations
false
Interestingly, strong subcultures are seldom found in high-performance taskforces, teams, and special project groups in organizations.
false
Managers cannot modify the visible aspects of culture, such as the language, stories, rites, rituals, and sagas.
false
Managers cannot modify the visible aspects of culture, such as the language, stories, rites, rituals, and sagas.
false
T/F: Decentralization increases when the discretion to spend money, to hire people, and to make similar decisions is moved farther up the hierarchy of authority
false
T/F: In today's environment, research shows that managers and team leaders spend relatively little time dealing with conflicts
false
T/F: In today's environment, with so much focus on competition, research shows that managers and team leaders spend relatively little time dealing with conflicts.
false
T/F: In today's environment, with so much focus on competition, research shows that managers and team leaders spend relatively little time dealing with conflicts.
false
T/F: Interestingly, strong subcultures are seldom found in high performance task forces, teams, and special project groups in organizations
false
T/F: Interestingly, strong subcultures are seldom found in high-performance taskforces, teams, and special project groups in organizations.
false
T/F: The central assumption behind the GLOBE theoretical model is that similar attributes and entities across cultures are most effective in organizations.
false
T/F: a counterculture is a group of individuals with a unique pattern of values and philosophy that is consistent with the organization's dominant values and philosophy
false
T/F: a subculture has a pattern of values and philosophy that outwardly rejects the surrounding culture of the larger organization or social system
false
The central assumption behind the GLOBE theoretical model is that similar attributes and entities across cultures are most effective in organizations.
false
The central assumption behind the GLOBE theoretical model is that similar attributes and entities across cultures are most effective in organizations.
false
When Pat Smith was appointed as a change leader in charge of implementing a new sales process, she met with key sales managers, regional VP's, and staff members and got their buy-in for change. Which of the following steps in the planned change model proposed by Kotter do her actions address?
forming a powerful guiding coalition
when Pat Smith was appointed as leader in charge of implementing a new sales process at WizTech Inc, she met with key sales managers, regional vice-presidents, and staff members and got their buy-in for the change. Which of the following steps in the planned change model proposed by John Kotter do her actions address?
forming a powerful guiding coalition
__________ are groups of individuals with a unique pattern of values and philosophy that is NOT inconsistent with the organization's dominant values and philosophy
subcultures
social facilitation
tendency for one's behavior to be influenced by the presence of others in a group
According to Kurt Lewin, before you make any changes, you should mobilize or unfreeze the organization to get it ready for change.
true
An effective group is one that achieves high levels of task performance, member satisfaction, and team viability.
true
Cultural differences can have a major impact on the performance of organizations and the quality of work life experienced by their members.
true
Functional departmentalization refers to the grouping of individuals by skill, knowledge, and action.
true
Functional departmentalization refers to the grouping of individuals by skill, knowledge, and action.
true
Functional departmentation refers to the grouping of individuals by skill, knowledge, and action.
true
Having the formal authority to approve or deny employees requests for job transfers, equipment purchases, overtime, or personal time off are examples of a manager's legitimate power.
true
High performance teams turn a general sense of purpose into specific performance objectives.
true
High-performance teams turn a general sense of purpose into specific performance objectives.
true
High-performance teams turn a general sense of purpose into specific performance objectives.
true
House's path-goal theory of leadership assumes that a leader's key function is to adjust his or her behaviors to complement situational contingencies that influence the accomplishment of personal goals and organizational goals.
true
In North American companies, subcultures and countercultures may naturally form on the basis of ethnic, racial, gender, generational, or locational similarities.
true
In order to judge whether a change implementation has been successful, it is important to not only assess whether the intended change happened, but also to assess how the change affected the organization and the change agent.
true
Legitimate power, or formal hierarchical authority, stems from the extent to which a manager can control subordinates' behavior because they believe the boss has the right to do so.
true
Organizational culture often specifies when various types of actions are appropriate and where individual members stand in the social system.
true
Personal power resides in the individual and is independent of that individual's position within an organization.
true
Personal power resides in the individual and is independent of that individual's position within an organization.
true
Radical change, or transformational change, results in a major overhaul of the organization or its component systems.
true
Radical change, or transformational change, results in a major overhaul of the organization or its component systems.
true
T/F: According to Kurt Lewin, before you make any changes, you should mobilize or unfreeze the organization to get it ready for change.
true
T/F: An essential criterion of a true team is that the members feel 'collectively accountable' for what they accomplish.
true
T/F: An organization with a 'strong culture' possesses a broadly and deeply shared value system that can provide a strong corporate identity, enhance collective commitment, provide a stable social system, and reduce the need for formal and bureaucratic controls.
true
T/F: Functional departmentalization refers to the grouping of individuals by skill, knowledge, and action.
true
T/F: Functional departmentalization refers to the grouping of individuals by skill, knowledge, and action
true
T/F: Having the formal authority to approve or deny employees requests for job transfers, equipment purchases, overtime, or personal time off are examples of a manager's legitimate power.
true
T/F: In North American companies, subcultures and countercultures may naturally form on the basis of ethnic, racial, gender, generational, or locational similarities
true
T/F: In order to judge whether a change implementation has been successful, it is important to not only assess whether the intended change happened, but also assess how the change affected the organization and the change agent
true
T/F: In order to judge whether a change implementation has been successful, it is important to not only assess whether the intended change happened, but also to assess how the change affected the organization and the change agent.
true
T/F: Most large organizations contain several subcultures as well as one or more countercultures
true
T/F: Often, the language of a subculture, and its rituals and rites, emerge from the group as a form of jargon.
true
T/F: Organizational culture often specifies when various types of actions are appropriate and where individual members stand in the social system.
true
T/F: Personal power resides in the individual and is independent of that individual's position within an organization.
true
T/F: Personal power resides in the individual and is independent of that individual's position within an organization
true
T/F: Radical change, or transformational change, results in a major overhaul of the organization or its component systems.
true
T/F: The corporate uniforms worn by UPS and Federal Express delivery personnel are examples of cultural symbols.
true
T/F: The corporate uniforms worn by UPS and Federal Express delivery personnel are examples of cultural symbols
true
The potential advantages of group decision making include more knowledge and expertise being applied to the problem, more alternatives being considered, greater understanding and acceptance of the final decision, and more commitment among group members to making the final decision work. T/F
true
The system of shared actions, values, and beliefs that develops within an organization and guides the behavior of its members is called organizational culture.
true
To many researchers and managers, shared common values lie at the heart of organizational culture
true
To many researchers and managers, shared common values lie at the heart of organizational culture
true
To many researchers and managers, shared common values lie at the heart of organizational culture.
true
70. __________ consist of persons with natural affinities for one another, and who tend to work together, sit together, take breaks together, and even do things together outside of the workplace. a) Interest groups b) Affiliation groups c) Friendship groups d) Connection groups d) Familiarity groups
c) Friendship groups
83. Which one of the following characteristics truly differentiates self-managing teams from the more traditional work group? a) Team members typically work in isolation from the rest of the company. b) Team members are typically asked to work on more challenging tasks than traditional work groups. c) Team members assume duties otherwise performed by a manager or first-line supervisor. d) Team members are typically paid more than the team members of traditional work teams. e) Team members are typically more experienced than the team members of traditional work teams.
c) Team members assume duties otherwise performed by a manager or first-line supervisor.
92. An example of social facilitation occurs when __________. a) a team achieves more together than they would have individually b) people work less hard in teams than they would individually c) an athlete performs in front of an enthusiastic hometown audience d) a lack of preparedness motivate a novice, nervous speaker to perform better e) people work together via computer networks
c) an athlete performs in front of an enthusiastic hometown audience
69. The potential benefits of informal groups include all of the following EXCEPT: a) informal groups have the potential to speed up the workflow. b) informal groups enable people to assist each other in ways that formal lines of authority fail to provide. c) informal groups enable members to establish important goals for the formal work unit. d) informal groups help individuals satisfy needs that are unmet in a formal group. e) informal groups can provide their members with social satisfaction, security, and a sense of belonging.
c) informal groups enable members to establish important goals for the formal work unit.
77. Teams whose members convene and work together electronically via networked computers are called __________. a) project teams b) cybernetic teams c) virtual teams. d) implicit teams e) networked teams
c) virtual teams.
81. The potential benefits of self-managing teams include all of the following EXCEPT: a) productivity and quality improvements. b) production flexibility and faster response to technological change. c) reduced absenteeism and turnover. d) difficulty for some members to adjust to self-managing responsibilities. e) improved work attitudes and quality of work life.
d) difficulty for some members to adjust to self-managing responsibilities.
72. The __________ occurs when members of functional units stay focused on matters internal to the function and minimize their interactions with members of other functions. a) limited perspective problem b) restriction of perspective problem c) functional niche problem d) functional silos problem e) limited vision problem
d) functional silos problem
67. Members of teams that __________ must have good long-term working relationships with one another, solid operating systems, and the external support needed to achieve effectiveness over a sustained period of time. a) plan things b) reengineer things c) recommend things d) make or do things e) review things
d) make or do things
88. The __________ characteristic of team effectiveness is being demonstrated when the members of a team are sufficiently satisfied to continue working well together on an ongoing basis and/or look forward to working together again at some future point in time. a) member satisfaction b) team endurance c) team excellence d) team viability e) team changeability
d) team viability
76. The potential advantages of virtual teams include all of the following EXCEPT: a) virtual teams bring cost effectiveness to teamwork where members are unable to meet easily face-to-face. b) virtual teams can bring speed to teamwork where members are unable to meet easily face-to-face. c) virtual teams bring the power of the computer to bear on typical team needs for information processing and decision making. d) virtual team members may have very little, if any, direct personal contact. e) computer mediation focuses interaction and decision making on facts and objective information rather than on emotional considerations.
d) virtual team members may have very little, if any, direct personal contact.
A person facing an ethical dilemma involving differences between personal values and the expectations of the team is experiencing ___ conflict. (a) person-role (b) intrasender role (c) intersender role (d) interrole
(a) person-role
The statement "On our team, people always try to do their best" is an example of a(n) ____ norm. (a) support and helpfulness (b) high-achievement (c) organizational pride (d) personal improvement
(b) high-achievement
If you heard from an employee of a local bank "It's a tradition here for us to stand up and defend the bank when someone criticizes it," you could assume that the bank employees had strong ____ norms. (a) support and helpfulness (b) organizational and personal pride (c) ethical and social responsibility (d) improvement and change
(b) organizational and personal pride
When a team decision requires a high degree of commitment for its implementation, a(n) ___ decision is generally preferred. (a) authority (b) majority rule (c) consensus (d) minority rule
(c) consensus
To increase team cohesiveness, one would ____. (a) make the group bigger (b) increase membership diversity (c) isolate the group from others (d) relax performance pressures
(c) isolate the group from others
A team member who does a good job at summarizing discussion, offering newideas, and clarifying points made by others is providing leadership by contributing ____ activities to the group process. (a) required (b) disruptive (c) task (d) maintenance
(c) task
Common types of team norms include...(5)
1. Ethics: ethical vs. everyone does it... 2. organizational and personal pride: Honor company vs. talk shit 3. high-achievement: be the best vs. doesn't care 4. support & helpfulness: caring team vs. individualistic 5. improvement & change norms: looking to improve vs. same old ways
Leading by task contributions:
1. offering ideas 2. clarifying suggestions 3. giving info 4. seeking info 5. summarizing discussion
74. Members of __________ can solve problems with a positive combination of functional expertise and integrative or total systems thinking. a) cross-functional teams b) self-directed teams c) cross-departmental teams d) virtual teams e) statutory teams
a) cross-functional teams
68. Groups that form spontaneously through personal relationships or special interests, and not by any specific organizational endorsement, are called __________. a) informal groups b) virtual groups c) temporary groups d) interim groups e) ad hoc groups
a) informal groups
65. Teams that __________ typically work with a target completion date and disband once their purpose has been fulfilled. a) recommend things b) run things c) study things d) make or do things e) review things
a) recommend things
86. When a team achieves its performance goals regarding quantity, quality, and timeliness of work results, the __________ characteristic of team effectiveness is being demonstrated. a) task performance b) member satisfaction c) team viability d) team changeability e) team excellence
a) task performance
91. The performance advantages of teams over individuals are most evident in all of the following cases EXCEPT: a) when a conservative decision is required. b) when there is no clear "expert" for a particular task. c) when problems are complex. d) when a division of labor is required. e) when a sharing of information is required.
a) when a conservative decision is required.
75. Most self-managing teams include between __________ members. a) 1 and 4 b) 5 and 15 c) 20 and 35 d) 50 and 65 e) 80 and 100
b) 5 and 15
64. Team members and leaders can do all of the following to help their teams achieve high performance EXCEPT: a) putting personal talents to work. b) building disagreement so that the team gets multiple opinions. c) persuading others to cooperate d) accepting suggestions. e) communicating ideas.
b) building disagreement so that the team gets multiple opinions.
94. Whether part of a formal work unit, a temporary task force, or a virtual team, the group itself passes through a series of __________. a) decision-making steps b) life cycle stages c) cultural transformations d) entrepreneurial ventures e) environmental challenges
b) life cycle stages
The best size for a problem-solving team is usually ___ members. (a)no more than 3 or 4 (b)5 to 7 (c)8 to 10 (d)around 12 to 13
(b)5 to 7
Some of the tradeoffs in having control over an organization through centralization is:
**exceptions slow down the responsiveness of your organization** assumes you are able to know every contingency that could arise not able to adapt to changes
Which of the following are processes that lead to team effectiveness?
- effort, knowledge, and strategy
To help avoid the dangers of charisma, leaders should reduce:
- power distance
Getting into a market after a competitor has entered a market is a _______ change.
- reactive
Advantages of virtual teams: (3)
1. Cost and time efficiency 2. Focused attention and decision making 3. Discussions can be stored electronically
Leading by maintenance contributions:
1. encouraging others 2. reconciling differences 3. offering agreement 4. inviting participation
XX occurs when managers and employees reach an agreement where trust is counterbalanced with distrust, because there us always a least a degree of suspicion in organizational relationships. a) Optimal trust b) Openness c) Resurgent trust d) Tolerance
A
true
A cultural symbol is any object, act, or event that serves to transmit cultural meaning. true or false?
The three criteria for effective negotiation are __________. A. Harmony, efficiency, and quality B. Quality, efficiency, and effectiveness C. Ethical behavior, practicality, and cost-effectiveness D. Quality, practicality, and productivity
A. Harmony, efficiency, and quality
15. __________ are attuned to spiritual values and see their responsibility as being stewards for the good of the whole. (a) Servant leaders (b) Transformational leaders (c) Authoritarian leaders (d) Empowering leaders
A. servant leaders
12. A _________ is when individuals go outside the formal system to accomplish a task or goal. (a) workaround (b) power base (c) network (d) political climate
A. workaround
Which of the following is not a key team input
Member satisfaction
The __________ is a firm that values diversity but systematically works to block the transfer of societal based subcultures into the fabric of the organization.
Multicultural organization
At IBM, the ____________ culture would include the unique stories, ceremonies, and corporate rituals that make up the history of the firm.
Observable
Avoidance-Avoidance Conflict
Occurs when a person must choose between two negative and equally unattractive alternatives
Approach-Approach Conflict
Occurs when a person must choose between two positive and equally attractive alternatives
Approach-Avoidance Conflict
Occurs when a person must decide to do something that has both positive and negative consequences
Win-Lose Conflict
One party achieves its desires at the expense and to the exclusion of the other party's desires (Uncooperative, Assertive)
Conflict is always likely when...
People are placed in ambiguous situations where it is hard to understand who is responsible for what, and why
Considering the framework outlined in the McGinn and Lingo article, the three types of power you can use to resolve tension are: -Personal, influence, and relational -Reciprocity, personal, and social proof -Positional, personal, and relational
Positional, personal, and relational
The top management of the Greenbucks Hills Coffee Company has just decided to serve beer and wine after 5pm at its 3000 retail outlets in the US, in response to a perceived opportunity to attract customers between work hours and dinnertime. This is an example of which of the following types of change?
Proactive Change
Team effectiveness =
Quality of inputs X (Process gains - Process losses)
Expert power
Ralph makes it a point to always offer help in technical areas in which he is skilled and knowledgeable. His subordinates trust his judgment, and follow his direction. What type of power is Ralph exerting? A. Coercive power B. Reward power C. Legitimate power D. Referent power E. Expert power
Functional Conflict or Constructive Conflict
Results in positive benefits to the group
What type of power does a manager exercise when he or she offers pay raises, bonuses, special assignments, or compliments as incentives to subordinates?
Reward Power
When meteoric rise of Apple after Steve Jobs return to CEO, many predicted significant troubles for Apple without its iconic leader. Furthering this notion, Apple experienced some struggles with a lack of new product offerings and a faulty map application. Many of these performance troubles were attributed to Jobs' successor, Tim Cook. This attribution of both success and failure to the leader of the organization is an example of what?
Romance of leadership.
_____ are embellished accounts of accomplishments, especially regarding the founding of an organization
Sagas
___________ are important because they are used to tell new members the real mission of the organization, how the organization operates and how individuals can fit into the company
Sagas
________ are embellished heroic accounts of accomplishments, especially regarding the founding of an organization
Sagas.
exceptions slow down the responsiveness of your organization
Some of the tradeoffs in having control over an organization through centralization is _____
C.Exceptions slow down the responsiveness of your organization
Some of the tradeoffs in having control over an organization through centralization is: A. Not able to adapt to changes B. Assumes you are able to know every contingency that could arise C. Exceptions slow down the responsiveness of your organization D. None of these answers are correct
To begin understanding an organization's culture, it is often easiest to start with which of the following?
Stories about the organization.
__________ are groups of individuals with a unique pattern of values and philosophy that is NOT inconsistent with the organization's dominant values and philosophy.
Subcultures
Which of the following statements is incorrect regarding subcultures?
Subcultures reflect groups with a unique pattern of values and philosophy that are inconsistent with the dominant culture of the larger organization or social system.
Conflict as it is experienced in the daily workplace involves at least two basic forms, _________ and __________.
Substantive conflict and emotional conflict
Perceived Conflict
Substantive or emotional differences are sensed
Interpersonal conflict can be...
Substantive, emotional, or both
Rituals
Systems of rites.
Functional departmentalization refers to the grouping of individuals by skill, knowledge, and action (T/F)
T
Often, the language of a subculture and the rituals and rite, emerge from the group as a form of jargon (T/F)
T
the observable culture includes the unique stories, ceremonies, and corporate rituals that make up the history of the firm or a group within the firm (T/F)
T
the system of shared actions, values, and beliefs that develops within an organization and guides the behavior of its members is called organizational culture (T/F)
T
When a team achieves its performance goals regarding quantity, quality, and timeliness of work results, the _______ characteristic of team effectiveness is being demonstrated.
Task performance
Example of Relationship Goals
The ability of union members and management representatives to work together effectively after a labor contract dispute has been settled
true
The corporate uniforms worn by UPS and Federal Express delivery personnel are examples of cultural symbols. A. True B. False
What is one way to minimize intergroup conflict?
The growing use of cross-functional teams and task forces and improved horizontal communication
A. when a conservative decision is required.
The performance advantages of teams over individuals are most evident in all of the following cases EXCEPT: A. when a conservative decision is required. B. when a division of labor is required. C. when a sharing of information is required. D. when problems are complex. E.when there is no clear 'expert' for a particular task.
true
The potential advantages of group decision making include more knowledge and expertise being applied to the problem, more alternatives being considered, greater understanding and acceptance of the final decision, and more commitment among group members to making the final decision work. True False
action oriented
The team-building process can best be described as participative, data based, and _______ (a) action oriented (b) leader centered (c) ineffective (d) short term
__________ set the tone for a culture and for cultural change.
Top Managers
Buffering
Used when inputs of one team are the outputs of another
Authoritative Command
Uses formal authority to end conflict; Working against the wishes of the other party, fighting to dominate in win-lose competition, and/or forcing things to a favorable conclusion through the exercise of authority (Uncooperative, Assertive)
Upward Refferal
Uses the chain of command for conflict resolution
The performance advantages of teams over individuals are most evident in all of the following cases EXCEPT:
When a conservative decision is required
Domain Ambiguities
When individuals or teams lack adequate task direction or goals and misunderstand such things as customer jurisdiction or scope of authority
accommodation
When issues are more important to others than to yourself or when you want to build 'credits' for use in later disagreements __________ may be used.
E. accommodation
When issues are more important to others than to yourself or when you want to build 'credits' for use in later disagreements __________ may be used. A. authoritative command B. compromise C. avoidance D. collaboration and problem solving E. accommodation
A. Collaboration
Which approach to conflict management can be best described as both highly cooperative and highly assertive? A. collaboration B. competition C. compromise D. accomodation
Collaboration
Which approach to conflict management can be best described as both highly cooperative and highly assertive? A. collaboration B. competition C. compromise D. accomodation
all of the answer choices are correct
Which of the following characteristics of a change leader is/are related to successful implementation of change? A. Credibility B. Focus C. Determination D. All of the answer choices are correct E. Flexibility
D. organic bureaucracy
Which of the following emphasizes horizontal specialization, extensive use of personal coordination, and loose rules, policies, and procedures? A. functional bureaucracy B. mechanistic bureaucracy C. departmental bureaucracy D. organic bureaucracy
organic bureaucracy
Which of the following emphasizes horizontal specialization, extensive use of personal coordination, and loose rules, policies, and procedures? A. functional bureaucracy B. mechanistic bureaucracy C. departmental bureaucracy D. organic bureaucracy
C. Standardization
Which of the following involves the creation of guidelines so that similar work activities are repeatedly performed in a similar fashion? A. Coordination B. Decentralization C. Standardization D. Centralization E. Formalization
Standardization
Which of the following involves the creation of guidelines so that similar work activities are repeatedly performed in a similar fashion? A. Coordination B. Decentralization C. Standardization D. Centralization E. Formalization
Actual or Perceived Resource Scarcity
Working relationships are likely to suffer as individuals or teams try to position themselves to gain or retain maximum shares of a limited resource pool
Dysfunctional Conflict or Destructive Conflict
Works to the group's or organization's disadvantage
104. Which stage of the team development process is sometimes called total integration? a) Storming b) Forming c) Performing d) Adjourning e) Norming
c) Performing
Conformity is an example of __________. a. power distance orientation b. prototypical followership c. anti-prototypical followership d. constructive orientation
c. anti-prototypical followership
What does the specific environment deal with:
competitors, customers, suppliers, and other stakeholders in your business
Organizational ______ often specify/ies when various types of actions are appropriate and where individual members stand in the social system.
culture
Organizational __________ often specify/ies when various types of actions are appropriate and where individual members stand in the social system.
culture
120. __________ refers to a person's relative rank, prestige, and standing in a group. a) Condition b) Standing c) Fullness d) Status e) Prominence
d) Status
85. A(n) __________ team is one that achieves high levels of task performance, member satisfaction, and team viability. a) functional b) serviceable c) operative d) effective e) practical
d) effective
96. The five stages of team development include all of the following EXCEPT: a) forming. b) norming. c) adjourning. d) journeying. e) storming.
d) journeying.
T/F: Managers cannot modify the visible aspects of culture, such as the language, stories, rites, rituals, and sagas.
false
Team performance is not in danger of suffering when: -goals are well designed. -goals are unclear. -goals are too focused on individual-level accomplishments. -when goals are insufficiently challenging. -resources are inefficient to accomplish the task.
goals are well designed
Social network analysis
identifies the informal structures and their embedded social relationships that are active in an organization. Shows how work gets done and an be used to reorganize teams for better performance.
Organizational politics occur in the _______ of an organization
informal systems
Organizational politics occur in the ________ of an organization
informal systems
Organizational politics occur in the ________ of an organization -informal systems -boundaries -formal systems -hierarchical structures
informal systems
Cohesiveness
is the degree to which members are attracted to a group and motivated to remain a part of it.
The rule of conformity
is the greater the cohesiveness, the greater the conformity of members to team norms.
Team composition
is the mix of abilities, skills, personalities, and experiences that the members bring to the team. Issues here would be people in diff. ranks, prestige, or social standing.
Virtual communication networks
link team members through electronic communication.
Inter-team dynamics
occur as groups cooperate and compete with one another.
Considering the framework outlined in the McGinn and Lingo article, the three types of power you can use to resolve tension are:
positional, personal and relational
Considering the framework outlined in the McGinn and Lingo article, the three types of power are:
positional, personal, and relational
To help avoid the dangers of charisma, leaders should reduce _______
power distance
To help avoid the dangers of charisma, leaders should reduce _______ -transactions -power distance -networks -task-oriented behaviors
power distance
To help avoid the dangers of charisma, leaders should reduce _________
power distance
In Lewin's 4-part model of change, _________ relates to putting in new reward systems and policies.
refreezing the organization
contingency approach
relationship b/w leader behavior and leadership effectiveness depends on the situation
______ set the tone for a culture and for cultural change.
top managers
_______ set the tone for a culture and for cultural change
top managers
__________ set the tone for a culture and for cultural change.
top managers
Avoidance involves pretending a conflict does not really exist
true
The team-building process can best be described as participative, data based, and ____. (a) action oriented (b) leader centered (c) ineffective (d) short term
(a) action oriented
The tendency of teams to lose their critical evaluative capabilities during decision making is a phenomenon called ____. (a) groupthink (b) the slippage effect (c) decision congruence (d) group consensus
(a) groupthink
Highly cohesive teams tend to be ____. (a) bad for organizations (b) good for members (c) good for social loafing (d) bad for norm conformity
(b) good for members
Members of a team tend to become more motivated and better able to deal with conflict during the ___ stage of team development. (a) forming (b) norming (c) performing (d) adjourning
(c) performing
One of the essential criteria of a true team is ____. (a) large size (b) homogeneous membership (c) isolation from outsiders (d) collective accountability
(d) collective accountability
When a new team member is anxious about questions such as "Will I be able to influence what takes place?" the underlying issue is one of ___. (a) relationships (b) goals (c) processes (d) control
(d) control
6. A matrix structure . (a) reinforces unity of command (b) is inexpensive (c) is easy to explain to employees (d) gives some employees two bosses (e) yields a minimum of organizational politics
(d) gives some employees two bosses
7. Compared to the machine bureaucracy (mechanistic type), the professional bureaucracy (organic type) . (a) is more efficient for routine operations (b) has more vertical specialization and control (c) is larger (d) has more horizontal specialization and coordination mechanism (e) is smaller
(d) has more horizontal specialization and coordination mechanism
When dealing with conflict situations in her department, Morgan emphasizes cooperation and assertiveness. Differences are worked through together so that everybody's concerns are addressed and everyone gains something in the end. Which conflict management style does Morgan use?
- collaboration
Individuals who engage in voice likely have a
- constructive follower orientation
In a business setting, a firm's system of shared actions, values, and beliefs that develops within the company and guides the behavior of its members is called its __________.
- corporate culture
__________ are important because they are used to tell new members the real mission of the organization, how the organization operates, and how individuals can fit into the company.
- sagas
Types of role conflict include: (4)
1. Intrasender 2. intersender 3. person-role 4. inter-role conflict
Cons of self-managing teams: (2)
1. May be hard for some team members to adjust to "self-managing" responsibilities 2. Higher-level managers may have problems dealing with the absence of a first-line supervisor
Remedies to avoid Groupthink
1. assign the tole of critical evaluator to each member 2. Have the leader avoid seeming partial to one course of action 3. Create subgroups that each work on the same problem 4. Have team members discuss issues with outsiders and report back 5. Invite outside experts to observe and react to team processes. 6. Assign someone to be a "devil's advocate" at each team meeting 7. Hold "second-chance" meetings after consensus is apparently achieved.
According to the overall contingency model for power in order for the internalization process to work, the agent must have this type of power and be relevant. a) Expert or legitimate power b) Coercive or referent power c) Expert or reward power d) Legitimate or reward power
A
Which of the following is defined as the ability to get an individual or group to do something? a) power b) Motivation c) Influence d) Authority
A
Organizational Myth
A commonly held cause-effect relationship or assertion that cannot be supported empirically.
Multicultural Organization
A firm that values diversity but systematically works to block the transfer of societally based subcultures into the fabric of the organization.
coercive
A manager from a different department smugly walks into your office and says that if you don't work the night shift for the next two months, he will ensure that you will not receive a promotion. This manager is using what source of power?
false
A subculture has a pattern of values and philosophy that outwardly rejects the surrounding culture of the larger organization or social system. true false
13. A complex problem is best dealt with by a team using a(n) ____________ communication network. (a) all-channel (b) wheel (c) chain (d) linear
A. all-channel
When issues are more important to others than to yourself or when you want to build 'credits' for use in later disagreements __________ may be used.
Accommodation
true
Among the major risks of creating a virtual or networked organization with part of the organizations activities outsourced to contractors, are theft of intellectual property as well as unethical practices and other wrongdoing by potential contractors. True False
Which of the following is an example of an increase in the complexity of an organization's environment?
An increase in the types of competitors faced by the organization
8. Power that comes from who you know is called _________. (a) human capital (b) association power (c) referent power (d) interpersonal power
B. association power
4. One of the problems with the suppression of conflicts is that it____________. (a) creates winners and losers (b) is a temporary solution that sets the stage for future conflict (c) works only with emotional conflicts (d) works only with substantive conflicts
B. is a temporary solution that sets the stage for future conflict
Exploration
Calls for the organization and its managers to stress freedom and radical thinking and therefore opens the firm to big changes - or what some call radical innovations.
11. Complexity leadership approaches offer an alternative to __________ organizing principles. (a) systems (b) political (c) transformational (d) bureaucratic
D. bureaucratic
Constituency Negotiation
Each party represents a broader constituency
C. Organizational Citizenship Behaviors (OCBs)
Engaged employees are more likely to help their colleagues when needed and volunteer to take on extra assignments. These actions are often referred to as: A. Organizational Socialization B. Management by Objectives (MBO) C. Organizational Citizenship Behaviors (OCBs)
Organizational Citizenship Behaviors (OCBs)
Engaged employees are more likely to help their colleagues when needed and volunteer to take on extra assignments. These actions are often referred to as: A. Organizational Socialization B. Management by Objectives (MBO) C. Organizational Citizenship Behaviors (OCBs)
Accommodation is a conflict management strategy may be used when an issue is trivial
False
What are the five stages of team development?
Forming, storming, norming, performing and adjourning
The following are reasons why common knowledge occurs EXCEPT:
Group consensus
Conflict potential is especially great when interdependence is...
High
false
Interestingly, strong subcultures are seldom found in high-performance taskforces, teams, and special project groups in organizations. True False
all of these choices are correct
One of the key ways management influences the organizational culture is via the __________. A. leaders assigned to top management. B. All of these choices are correct. C. people it fires. D. reward systems it establishes. E. people it hires.
To many researchers and managers, shared common values lie at the heart of __________.
Organizational culture
True
Organizational culture often specifies when various types of actions are appropriate and where individual members stand in the social system. True False
A. informal systems
Organizational politics occur in the ________ of an organization A. informal systems B. boundaries C. formal systems D. hierarchical structures
informal systems
Organizational politics occur in the ________ of an organization A. informal systems B. boundaries C. formal systems D. hierarchical structures
strong cultures
Organizations with _________ possess a broadly and deeply shared value system that can provide a strong corporate identity, enhance collective commitment, provide a stable social system, and reduce the need for formal and bureaucratic controls.
What type of power does a manager exercise when he or she offers pay raises, bonuses, special assignments, or compliments as incentives to subordinates?
Reward power
With the meteoric rise of Apple after Steve Jobs return as CEO, many people predicted significant troubles for Apple without its iconic leader. Furthering this notion, Apple experienced some struggles with a lack of new product offerings and a faulty map application. Many of these troubles were attributed to Jobs' successor, Tim Cook. This attribution of both success and failure to the leader of an organization is an example of what
Romance of leadership
__________ are important because they are used to tell new members the real mission of the organization, how the organization operates, and how individuals can fit into the company.
Sagas
__________ are important because they are used to tell new members the real mission of the organization, how the organization operates, and how individuals can fit into the company. -Legends -Sagas -Epics -Rituals -Rites
Sagas
Competition
Seeks victory by force, superior skill, or domination
A student from your university recently called you to ask for a donation. During the pitch, he said that a large percentage of undergrad alumni have donated, and an even larger percentage of BHP alumni from your graduation year have donated. According to the six principles of persuasion, which two of the following is the caller using?
Social Proof and Liking
D. Exceptions slow down the responsiveness of your organization
Some of the tradeoffs in having control over an organization through centralization is: A. Over reliance on chain of command B. All the answer choices are correct C. Assumes you are able to know every contingency that could arise D. Exceptions slow down the responsiveness of your organization
The context that deals with competitors, customers, suppliers, and other stakeholders in your business:
Specific Environment
Which of the following involves the creation of guidelines so that similar work activities are repeatedly performed in a similar fashion?
Standardization
Rites
Standardized and recurring activities used at special times to influence the behaviors and understanding of organizational members.
Organizations with_______ possess a broadly and deeply shared value system that can provide a strong corporate identify, enhance collective commitment, provide a stable social system, and reduce the need for formal and bureaucratic controls.
Strong Cultures
Organizations with _________ possess a broadly and deeply shared value system that can provide a strong corporate identity, enhance collective commitment, provide a stable social system, and reduce the need for formal and bureaucratic controls
Strong cultures
___________ are groups of individuals with a unique pattern of values and philosophy that is NOT inconsistent with the organization's dominant values and philosophy. -Subcultures -Countercultures -Subordinate cultures -Collateral cultures -Trubutary cultures
Subcultures
____________ are groups of individuals with a unique pattern of values and philosophy that is NOT inconsistent with the organization's dominant values and philosophy.
Subcultures
When a team achieves its performance goals regarding quantity, quality, and timeliness of work results, what characteristic of team effectiveness is being demonstrated?
Task performance
When a team achieves its performance goals regarding quantity, quality, and timeliness of work results, what characteristic of team effectiveness is being demonstrated?
Task performance
When a team achieves its performance goals regarding quantity, quality, and timeliness of work results, what characteristic of team effectiveness is being demonstrated? -Team viability -Task performance -Member satisfaction -Team excellence -Team changeability
Task performance
false
Team cohesiveness tends to be low when members are similar in age, attitudes, needs, and backgrounds. True False
A. goals are well designed
Team performance is not in danger of suffering when: A. goals are well designed. B. goals are unclear. C. goals are too focused on individual-level accomplishments. D. when goals are insufficiently challenging. E. resources are inefficient to accomplish the task.
goals are well designed
Team performance is not in danger of suffering when: A. goals are well designed. B. goals are unclear. C. goals are too focused on individual-level accomplishments. D. when goals are insufficiently challenging. E. resources are inefficient to accomplish the task.
Team inputs create...
Team process. This is the way team members interact and work together.
5 to 7
The best size for a problem-solving team is usually ____________ members. (a)no more than 3 or 4 (b) 5 to 7 (c) 8 to 10 (d) around 12 to 13
false
The central assumption behind the GLOBE theoretical model is that similar attributes and entities across cultures are most effective in organizations. True False
Example of Substance Goals
The dollar amount of a salary offer in a recruiting situation
upward referral
The indirect conflict management approach that uses the chain of command for conflict resolution is known as __________. A. appeal to common goals B. upward referral C. avoidance D. smoothing
Informal groups
They emerge and coexist as a shadow to the formal structure and are unofficial and emerge to serve special interests. These groups develop through personal relationships and create their own interlocking networks within the org. EX: friendship groups, and interest groups
Which statement about self-managing teams is most accurate?
They should let members plan and control their own work
Which statement about self-managing teams is most accurate? -They always improve performance, but not satisfaction -They should have limited decision-making authority -They should let members plan and control their own work -They operate with elected team leaders
They should let members plan and control their own work
false
With the size advantage, larger firms often have a single dominant culture with a universal set of shared actions, values, and beliefs. true false
All of the following are types of position power EXCEPT:
a. reward power. b. coercive power. c. legitimate power. d. statutory power. e. information power. D
Team performance can suffer when:
all of the above
Which of the following characteristics of a change leader is/are related to successful implementation of change?
all of the above credibility, determination, flexibility, focus
Leaders influence the culture of an organization by which of the following actions:
all of the answer choices are correct
one of the key ways management influences the organizational culture is via the _____
all of the answer choices are correct
Quid pro quo harassment is associated with: a) legitimate power b) coercive power c) information power d0 referent power
b
According to the book, for an organization to overcome barriers to empowerment there must be a linkage of the power with all of the following EXCEPT: a) self-reliance b) managerial authority c)adequate training d) expecting individua contributor commitment
c
Dave is an administrator at a small law firm. As a part of his job description, Dave has to manage employee records which contain important data such as employment histories, contact information, and the like. What sort of power does have? a) Expert power b) Referent power c) Information power d) Reward power
c
George was elected as the leader of the labor union at the factory where he worked. Goerge's power stems from: a) the cultural values of society b) the accepted social structure c) being designates as a representative of a group d) his expert abilities
c
In the United States Political candidates often receive donations from various organizations to support their campaigns. This is an example of a(n): a) constituency building strategy b) information strategy c) financial incentive strategy d) executive-supervisor relations strategy
c
111. All of the following are considered membership characteristics according to the open-systems model of team effectiveness EXCEPT: a) abilities. b) values. c) cohesiveness. d) personalities. e) diversity.
c) cohesiveness.
87. When a team's members believe that their participation and experiences are positive and meet important personal needs, the __________ characteristic of team effectiveness is being demonstrated. a) task performance b) member commitment c) member satisfaction d) team viability e) team changeability
c) member satisfaction
66. Teams that __________ may exist at all levels of responsibility, from the individual work unit composed of a team leader and team members to the top management team composed of a CEO and other senior executives. a) review things b) recommend things c) run things d) evaluate things e) make or do things
c) run things
117. A good size for problem-solving teams is __________. a) 1-2 b) 2-4 c) 4-5 d) 5-7 e) 8-10
d) 5-7
102. Which stage of the team development process is sometimes called initial integration? a) Storming b) Forming c) Performing d) Adjourning e) Norming
e) Norming
With the size advantage, larger firms often have a single dominant culture with a universal set of shared actions, values, and beliefs.
false
The Delphi technique
involves generating decision-making alternatives through a series of survey questionnaires.
Social facilitation
is the tendency for one's behavior to be influenced by the presence of others in a group. can be boosted of detriment.
In heterogeneous teams
members differ in many characteristics. - teamwork problems exist in this type of team
Research in social psychology suggests that teams have both
task needs and maintenance needs, and that both must be met for teams to be successful.
The indirect conflict management approach that uses the chain of command for conflict resolution is known as __________.
upward referral
The indirect conflict management approach that uses the chain of command for conflict resolution is known as __________. -upward referral -appeal to common goals -avoidance -smoothing
upward referral
The indirect conflict management approach that uses the chain of command for conflict resolution is known as ___________.
upward referral
At the Manifest Conflict stage...
Removing or correcting the antecedents results in conflict resolution, whereas failing to do so results in conflict suppression
The Ringlemann effect describes ___. (a) the tendency of groups to make risky decisions (b) social loafing (c) social facilitation (d) the satisfaction of members' social needs
(b) social loafing
A co-acting group is most likely to use a(n) ____ communication network. (a) interacting (b) decentralized (c) centralized (d) restricted
(d) restricted
What choice would you make if you were designing a mechanistic organization that functions like a well-oiled machine?
- all are correct
The four dimensions of transactional leadership include all of the following EXCEPT:
- management by example
Which of the following is characteristic of Western culture? a) Emphasis on dissent b) Emphasis on uniformity c) Emphasis on cohesiveness d) Emphasis on dependence
A
Leaders influence the culture of an organization by which of the following actions:
All of the answer choices are correct
For conflict to be resolved...
All parties should perceive the conflict and feel the need to do something about it
The Stages of Conflict...
Antecedent Conditions --> Perceived Conflict --> Felt Conflict --> Manifest Conflict
3.External adaptation concerns ____________. (a) the unproven beliefs of senior executives (b) the process of coping with outside forces (c) the vision of the founder (d) the processes working together
B The process of coping with outside forces
3. The "born" argument in leadership implies that leaders should be__________. (a) developed (b) selected (c) trained (d) transformed
B selected
6. Charisma is most aptly described as a __________ process. (a) leader (b) relational (c) follower (d) situational
B. Relational
An ________ conflict occurs when a person must choose between two equally attractive alternative courses of action. A. Approach-Avoidance B. Avoidance-Avoidance C. Approach-Approach D. Avoidance-Approach
C. Approach-Approach
8. To help avoid the dangers of charisma, leaders should reduce__________. (a) transactions (b) task-oriented behaviors (c) power distance (d) networks
C. Power Distance
13. Individuals who have _________ know how to read political situations and respond effectively. (a) perceptions of organizational politics (b) networks (c) political savvy (d) power bases
C. political savvy
8. Individuals who engage in voice likely have a____________. (a) weak feedback orientation (b) prototypical leadership theory (c) proactive follower orientation (d) power distance orientation
C. proactive follower orientation
All of the following are types of position power EXCEPT:
Coercive Legitimate Information **Statutory** Reward
When a team decision requires a high degree of commitment for its implementation, a(n) __________ decision is generally preferred.
Consensus
Which approach to conflict management can be best described as both highly cooperative and highly assertive? A. Competition B. Compromise C. Accommodation D. Collaboration
D. Collaboration
Fabianism is a revolutionary approach o change
False
Managers having legitimate, coercive or reward power automatically have referent power
False
With the size advantage, larger firms often have a single dominant culture with a universal set of share actions, values, and beliefs.
False
corporate culture
In a business setting, a firm's system of shared actions, values, and beliefs that develops within the company and guides the behavior of its members is called its __________. A. institutional culture B. domestic culture C. bureaucratic culture D. corporate culture E. indigenous culture
false
In a change management context, driving forces refer to those forces that prevent the implementation of organizational change. true or false?
true
In order to judge whether a change implementation has been successful, it is important to not only assess whether the intended change happened, but also to assess how the change affected the organization and the change agent. True False
true
In order to judge whether a change implementation has been successful, it is important to not only assess whether the intended change happened, but also to assess how the change affected the organization and the change agent. true or false?
The team decision technique of __________ asks everyone to respond individually and in writing to a basic question such as: "What should be done to improve the effectiveness of this work team?"
Nominal group technique
true
Observable culture, the first level of cultural analysis, refers to the way things are done in a particular organization. True False
collective accountability
One of the essential criteria of a true team is__________ (a) large size (b) homogeneous membership (c) isolation from outsiders (d) collective accountability
To help avoid the dangers of charisma, leaders should reduce _______
Power Distance
To help avoid the dangers of charisma, leaders should reduce __________.
Power distance
largely eliminate the need for a traditional supervisor
Self-managing teams_______ (a) reduce the number of different job tasks members need to master (b) largely eliminate the need for a traditional supervisor (c) rely heavily on outside training to maintain job skills (d) add another management layer to overhead costs
One of the key ways management influences the organizational culture is via the __________.
All of these choices are correct
Getting into a market after a competitor has entered a market is a ___________ change.
Reactive
In Lewin's four-part model of change, _______ relates to putting in new reward systems and policies.
Refreezing the organization
If two units or teams in an organization are engaged in almost continual conflict and the higher manager decides it is time to deal with matters through managed interdependence, which is a possible choice of conflict management approach? A. Compromise B. Buffering C. Appeal to common goals D. Upward referral
B. Buffering
Task and Workflow Interdependencies
Cause disputes and open disagreements among people and teams who are requires to cooperate to meet challenging goals
Which approach to conflict management can be best described as both highly cooperative and highly assertive?
Collaboration
______ are groups of individuals with a unique pattern of values and philosophy that is inconsistent with the organization's dominant values and philosophy.
Countercultures
xx power does not depend on the relationships with others but rather on the position or role that the person holds. a) Referent b) Reward c) Expert d) Legitimate
D
A counterculture is a group of individuals with a unique pattern of values and philosophy that is consistent with the org's dominant values and philosophy (T/F)
F
A product divisional form of departmentalization is the best organizational structure for a company that produces only one product but sells in numerous geographical locations (T/F)
F
Accommodation is a conflict management strategy that may be used when an issue is trivial (T/F)
F
Decentralization increases when the discretion to spend resources, to fire people, and to make similar decision is moved farther up the hierarchy of authority (T/F)
F
In today's environment, research shows that managers and team leaders spend relatively little time dealing with conflicts.
False
There is some empirical evidence that those managers who are observed to engage in more political activity are relatively more effective in terms of subordinate satisfaction and commitment and the performance of their unit
False
To help overcome the negative impact that organizational politics can have on the ethic of an organization, it is important to tole model political behaviors
False
What are five common negotiation pitfalls?
Fixed pie myth, escalating commitment, over-confidence, too much telling, too little listening
true
Functional departmentalization refers to the grouping of individuals by skill, knowledge, and action. True False
having the leader express his/her preference for a particular course of action.
Groupthink can be avoided by doing all of the following EXCEPT: A. creating subgroups that each work on the same problem. B. having the leader express his/her preference for a particular course of action. C. inviting outside experts to observe and react to group processes. D. writing alternative scenarios for the intentions of competing groups. E. assigning the role of critical evaluator to each group member.
Interpersonal conflict often arises when?
In the performance assessment process
false
In today's environment, research shows that managers and team leaders spend relatively little time dealing with conflicts. True False
Process Innovation
Introduce into operations new and better ways of doing things.
High performance teams turn a general sense of purpose into specific performance objectives
True
The indirect conflict management approach that uses the chain of command for conflict resolution is known as __________.
Upward referral
Negative/Disadvantages of social facilitation:
When a task is unfamiliar to a person or they lack the necessary skills.
competition
Which conflict management style involves being uncooperative and assertive? This style is characterized by working against the wishes of the other party, engaging in win-lose competition, and/or forcing things to a favorable conclusion through the exercise of authority.______
Leaders influence the culture of an organization by which of the following actions:
a. What they pay attention to (customer satisfaction, profits, etc.) b. React to problems or crises c. Communicate and behave d. Allocate rewards e. Hire and fire individuals f. All of the above F
80. Self-managing teams are also known as __________. a) virtual teams b) self-directed work teams c) task teams d) silo teams e) employee teams
b) self-directed work teams
93. The study of social loafing by Price, Harrison, and Gavin designed natural teams consisting of __________. a) tug-of-war teams b) students working together in course study groups for a semester c) 150 mid-level managers d) representatives from 35 industries e) 12 virtual team members
b) students working together in course study groups for a semester
95. Which of the following sequences accurately describes the order of the stages of team development? a) Introduction, growth, settling-in, maturation, and dismissal b) Start-up, growth, leveling-off, settling-in, and disbanding c) Forming, storming, norming, performing, and adjourning d) Launch, growth, leveling-off, maturing, and decline e) Introduction, orientation, settling-in, maturation, and decline
c) Forming, storming, norming, performing, and adjourning
T/F: With the size advantage, larger firms often have a single dominant culture with a universal set of shared actions, values, and beliefs.
false
Team performance is NOT in danger of suffering when:
goals are well designed
Groupthink can be avoided by doing all of the following EXCEPT
having the leader express his/her preference for a particular course of action.
Three important levels of cultural analysis in organizations are:
observable culture, shared values, and common assumptions
The functional silos problem (chimneys problem)
occurs when members of one functional team fail to interact with others from other functional teams.
Role conflict
occurs when someone is unable to respond to role expectations that conflict with one another.
On the horizontal dimension, a team member may also serve on...
organization-wide task forces and committees.
Getting into a market after a competitor has entered a market is a _______ change.
reactive
What is not position power
statutory power
To begin understanding an organization's culture, it is often easiest to start with which of the following?
stories about the organization
values in use
values that you are portraying
top managers
who set the tone for a culture and for culture change.
9. _____________ is grouping individuals by skill, knowledge, and action yields. (a) Divisional departmentation (b) Functional departmentation (c) Hybrid structuration (d) Matrix departmentation
(b) Functional departmentation
9. Any object, act, or event that serves to transmit cultural meaning is called ____________. (a) a saga (b) a cultural symbol (c) a cultural lag (d) a cultural myth
(b) a cultural symbol
What can be predicted when you know that a work team is highly cohesive? (a) high-performance results (b) high member satisfaction (c) positive performance norms (d) status congruity
(b) high member satisfaction
When Japanese workers start each day with the company song, this is an example of a:
- rite
Which of the following set of conditions would require the narrowest span of control?
- tasks are complex, when subordinates are inexperienced or poorly trained, or when tasks call for team effort
How to influence Team Norms: (5)
1. Act as (+) role model 2. discuss team goals and norms 3. Select members who can/will live up to desired norms 4. Give members right training and support and rewards that reinforce desired behavior 5. Hold regular meetings to discuss team performance and how to improve.
Leading change is hard because people are: Select all that apply.
1. Concerned about the Future 2. Uncertain, don't know what to expect 3. Concerned about power, their own power and that of others
Steps in the team building process include...(5)
1. Finding the problem or opportunity in team effectiveness 2. data gathering and analysis 3. planning for team improvements 4. actions to improve team functioning 5. evaluation of results
Team building alternatives include...(3)
1. Outdoor experience approach: think camp allen and team building challenges. ropes course and maze. 2. formal retreat approach 3. continuous improvement approach
New member concerns in teams include... (5)
1. Participation- will I be allowed to participate? 2. Goals- Do I share the same goals as others? 3. Control- Will I be able to influence what takes place? 4. Relationships- How close do people get? 5. Processes- Are conflicts likely to be upsetting?
Two criteria for effective negotiation:
1. Quality of Outcomes: The negotiation results in a "quality" agreement that is wise and satisfactory to all sides 2. Harmony in Relationships: The negotiation is "harmonious" and fosters rather than inhibits good interpersonal relations
Three interaction patterns are common when team members work with one another on team tasks:
1. decentralized communication 2. centralized communication 3. restricted communication networks.
Three common Interaction patterns:
1. interacting team 2. co-acting team 3. counteracting team
Your boss sits down at one of the weekly staff meetings. She explains that there are tremendous challenges ahead for the company, beginning with developing a new marketing strategy. She says that she knows that there have been some personal tragedies within the team during the past few months. But, she goes on to say that she cares deeply about each person and wants to publicly offer her support so than effective decision can be made. According to leadership that gets results by Daniel Goleman, your boss is exhibiting what style of leadership?
Affiliartive
Your boss sits down at one of the weekly staff meetings. She explains that there are tremendous challenges ahead for the company, beginning with developing a new marketing strategy. She says that she knows there have been some personal tragedies within the team during the past few months. But, she goes on to say that she cares deeply about each person and wants to publicly offer her support so that an effective decision can be made. According to Leadership That Gets Results by Daniel Goleman, your boss is exhibiting what style of leadership?
Affiliative
What are the questions you can ask to determine if a change has been successful on a long-term level?
All of the above
true
An effective group is one that achieves high levels of task performance, member satisfaction, and team viability. true or false?
Cultural Symbol
Any object, act, or event that serves to transmit cultural meaning.
15. In the process of alternative dispute resolution known as ____________, a neutral third party acts as a judge to determine how a conflict will be resolved. (a) mediation (b) arbitration (c) conciliation (d) collaboration
B. arbitration
Individuals who engage in voice likely have a ____________.
Constructive follower orientation
Accommodation is a conflict management strategy may be used when an issue is trivial.
False
failure
In modern day organizations when change is implemented it is often a ______
D.constructive follower orientation
Individuals who engage in voice likely have a A. power distance orientation B. weak feedback orientation C. prototypical leadership theory D. constructive follower orientation
constructive follower orientation
Individuals who engage in voice likely have a A. power distance orientation B. weak feedback orientation C. prototypical leadership theory D. constructive follower orientation
Values, underlying assumptions, and deep beliefs make up the ______ component of an organization's culture.
Invisible
true
Most large organizations contain several subcultures as well as one or more countercultures. true false
The team decision technique of ___________ asks everyone to respond individually and in writing to a basic question such as: "What should be done to improve the effectiveness of this work team?"
Nominal group technique
Role Ambiguity Conflicts
Occur when communication of task expectations is unclear or upsetting in some way, such as a team member receiving different expectations from the leader and other members
Intergroup Conflict
Occurs among groups in an organization
Interpersonal Conflict
Occurs between individuals in opposition to each other
Interorganizational Conflict
Occurs between organizations
Compromise
Occurs when each party gives up something of value to the other; Working toward partial satisfaction of everyone's concerns; seeking "acceptable" rather than "optimal" solutions so that no one totally wins or loses
Lose-Lose Conflict
Occurs when nobody really gets what he or she wants in a conflict situation
Which of the following emphasizes horizontal specialization, extensive use of personal coordination, and loose rules, policies and procedures?
Organic bureaucracy
Engaged employees are more likely to help their colleagues when need and volunteer to take on extra assignments. These actions are often referred to as:
Organizational Citizenship Behaviors (OCBs)
Engaged employees are more likely to help their colleagues when needed and volunteer to take on extra assignments. These actions are often referred to as:
Organizational Citizenship Behaviors (OCBs)
The four dimensions of transactional leadership include all of the following EXCEPT:
Passive management by exception Active management by exception **Management by example** Laissez-faire Contingent rewards
Considering the framework outlined in the McGinn and Lingo article, the three types of power you can use to resolve tension are
Positional, personal, and relational
The top management of the GreenBucks Hills Coffee Company has decided to serve beer and wine after 5 PM at its 3000 retail outlets in the United States, after research revealed a potential opportunity to attract customers between work hours and dinnertime. This is an example of which of the following types of change?
Proactive change
The top management of the GreenBucks Hills Coffee Company has just decided to serve beer and wine after 5 PM at its 3000 retail outlets in the United States, in response to a perceived opportunity to attract customers between work hours and dinnertime. This is an example of which of the following types of change? -Reactive change -Externally-driven change -Proactive change -Unplanned change
Proactive change
The top management of the GreenBucks Hills Coffee Company has just decided to serve beer and wine after 5pm at its 3000 retail outlets in the United States, in response to a perceived opportunity to attract customers between work hours and dinnertime. This is an example of which types of change.
Proactive change
In Lewin's four-part model of change, ____________ relates to putting in new reward systems and policies.
Refreezing the organization
When Japanese workers start each day with the company song, this is an example if a ____________.
Ritual
With the meteoric rise of Apple after Steve Jobs' return to CEO, many people predicted significant troubles for Apple without its iconic leader. Furthering this notion, Apple experienced some struggles with a lack of new product offerings and a faulty map application. Many of these performance troubles were attributed to Jobs' successor, Tim Cook. This attribution of both success and failure to the leader of the organization is an example of what? -Transactional leader -Transcendental leader -Authoritative leader -Romance of leadership -Transformational leader
Romance of leadership
What are the questions you can ask to determine if a change has been successful on a long-term level? Select one or more:
Select all 3 (What were the effects on the change agent? What were the effects on the organization? Did the change happen?)
A student from your university recently called you to ask for a donation. During the pitch, he said that a large percentage of undergraduate alumni have donated, and an even larger percentage of BHP alumni from your graduation year have donated. According to the six principles of persuasion, which two of the following is the caller using? -Inspirational motivation and individualized consideration -Scarcity and consistency -Social proof and liking -Personal and position power -Liking and expertise
Social proof and liking
Which of the following involves the creation of guidelines so that similar work activities are repeatedly performed in a similar fashion? -Decentralization -Centralization -Standardization -Coordination -Formalization
Standardization
Cultural differences can have a major effect on the performance of organizations and the quality of work life experienced by their members (T/F)
T
House's path-goal theory of leadership assumes that a leader's key function is to adjust his or her behaviors to complement situational contingencies that influence the accomplishment of personal goals and organizational goals. T/F
T
Personal power resides in the individual and is independent of that individuals position within an organization (T/F)
T
observable culture, the first level of cultural analysis, refers to the way things are done in a particular organization (T/F)
T
Which of the following set of conditions would require the narrowest span of control? -Tasks are straightforward, when subordinates are inexperienced or poorly trained, or when tasks call for team effort. -Tasks are complex, when subordinates are experienced, and when tasks call for team effort. -Tasks are complex, when subordinates are inexperienced or poorly trained, or when tasks call primarily for individual effort. -Tasks are straightforward, when subordinates are experienced, or when tasks call primarily for individual effort. -Tasks are complex, when subordinates are inexperienced or poorly trained, or when tasks call for team effort.
Tasks are complex, when subordinates are inexperienced or poorly trained, or when tasks call for team effort.
E. all answer choices are correct
Team performance can suffer when: A. resources are inefficient to accomplish the task. B. when goals are insufficiently challenging. C. goals are unclear. D. goals are too focused on individual-level accomplishments. E. All of the answer choices are correct
true
The five stages of team development are forming, storming, norming, performing, and adjourning. True False
B. upward referral
The indirect conflict management approach that uses the chain of command for conflict resolution is known as __________. A. appeal to common goals B. upward referral C. avoidance D. smoothing
Group Negotiation
The manager is part of a team or group whose members are negotiating to arrive to a common decision
Intergroup Negotiation
The manager is part of a team that is negotiating with another group to arrive at a decision regarding a problem or situation affecting both
false
The member satisfaction criterion of group effectiveness means that members are sufficiently satisfied to continue working well together on an ongoing basis and/or to look forward to working together again in the future. True False
True
The observable culture includes the unique stories, ceremonies, and corporate rituals that make up the history of the firm or a group within the firm. True False
Innovation
The process of creating new ideas and putting them into practice.
Negotiation
The process of making joint decisions when the parties involved have different preferences
Bargaining Zone
The range between one party's minimum reservation point and the other party's maximum
Complexity refers to the variety of things you need to pay attention to in the environment. The context of the market, environmental considerations, and social changes deal with the
The specific environment deals with competitors, customers, suppliers, and other stakeholders in your business.
Organizational (Corporate) Culture
The system of shared actions, values, and beliefs that develops within an organization and guides the behavior of its members.
D. nominal group technique
The team decision technique of __________ asks everyone to respond individually and in writing to a basic question such as: 'What should be done to improve the effectiveness of this work team?' A. statutory technique B. freewheeling technique C. brainstorming technique D. nominal group technique E. Delphi technique
quality of inputs
The team effectiveness equation states: Team effectiveness ____________ X (Process gains - Process losses). (a) Nature of setting (b) Nature of task (c) Quality of inputs (d) Available rewards
D. proactive change
The top management of the GreenBucks Hills Coffee Company has decided to serve beer and wine after 5 PM at its 3000 retail outlets in the United States, after research revealed a potential opportunity to attract customers between work hours and dinnertime. This is an example of which of the following types of change? A. Unplanned change B. Reactive change C. Externally-driven change D. Proactive change
proactive change
The top management of the GreenBucks Hills Coffee Company has decided to serve beer and wine after 5 PM at its 3000 retail outlets in the United States, after research revealed a potential opportunity to attract customers between work hours and dinnertime. This is an example of which of the following types of change? A. Unplanned change B. Reactive change C. Externally-driven change D. Proactive change
observable culture, shared values, and common assumptions.
Three important levels of cultural analysis in organizations are: A. explicit culture, implicit culture, and common assumptions. B. unobservable culture, role models, and shared mission. C. observable culture, shared values, and common assumptions. D. implicit culture, shared values, and common experiences. E. shared objectives, shared values, and shared mission.
stories about the organization
To begin understanding an organization's culture, it is often easiest to start with which of the following? A. observations of employee actions B. work group norms C. the organization's code of ethics D. the employee handbook E. stories about the organization
C. power distance
To help avoid the dangers of charisma, leaders should reduce _______ A. task-oriented behaviors B. transactions C. power distance D. networks
power distance
To help avoid the dangers of charisma, leaders should reduce _______ A. task-oriented behaviors B. transactions C. power distance D. networks
isolate the group from others
To increase team cohesiveness, one would_______ (a) make the group bigger (b) increase membership diversity (c) isolate the group from others (d) relax performance pressures
A cultural symbol is any object, act or event that serves to transmit cultural meaning.
True
A cultural symbol is any object, act, or event that serves to transmit cultural meaning.
True
A good way to avoid social loafing, or the tendency to exert less effort when working in a team, is to have peers evaluate each other
True
A number of studies suggest that the key difficulty with product development is the integration across all of the units needed to move from the idea stage to final implementation
True
A number of studies suggest that the key difficulty with product development is the integration across all of the units needed to move from the idea stage to final implementation.
True
According to Kurt Lewin, before you make any changes, you should mobilize or unfreeze the organization to get it ready for change.
True
According to Kurt Lewin, before you make any changes, you should mobilize or unfreeze the organization to get it ready for change. -True -False
True
Among the major risks of creating a virtual or networked organization with part of the organizations activities outsourced to contractors, are theft of intellectual property as well as unethical practices and other wrongdoing by potential contractors.
True
An effective group is one that achieves high levels of task performance, member satisfaction and team viability.
True
Avoidance involves pretending a conflict does not really exist
True
Avoidance involves pretending a conflict does not really exist.
True
Cultural differences can have a major impact on the performance of organizations and the quality of work life experienced by their members.
True
Cultural differences can have a major impact on the performance of organizations and the quality of work life experienced by their members.
True
Cultural differences can have a major impact on the performance of organizations and the quality of work life experienced by their members. -True -False
True
Having the formal authority to approve or deny employees requests for job transfers, equipment purchases, overtime, or personal time off are examples of a manager's legitimate power.
True
Having the formal authority to approve or deny employees requests for job transfers, equipment purchases, overtime, or personal time off are examples of a manager's legitimate power. T/F
True
Having the formal authority to approve or deny employees requests for job transfers, equipment purchases, overtime, or personal time off are examples of a manager's legitimate power. -True -False
True
High-performance teams turn a general sense of purpose into specific performance objectives.
True
High-performance teams turn a general sense of purpose into specific performance objectives. -True -False
True
House's path-goal theory of leadership assumes that a leader's key function is to adjust his or her behaviors to complement situational contingencies that influence the accomplishment of personal goals and organizational goals
True
House's path-goal theory of leadership assumes that a leader's key function is to adjust his or her behaviors to complement situational contingencies that influence the accomplishment of personal goals and organizational goals.
True
In organizations an obvious coalition would be with members of other important departments or with members of upper-level management.
True
Legitimate power, or formal hierarchical authority, stems from the extent to which a manager can control subordinates' behavior because they believe the boss has the right to do so. -True -False
True
Legitimate power, or formal hierarchical authority, stems from the extent to which a manger can control subordinates' behavior because they believe the boss has the right to do so.
True
McClelland stated that personal power is primitive and has negative cosequences
True
Most large organizations contain several subcultures as well as one or more countercultures.
True
Most large organizations contain several subcultures as well as one or more countercultures.
True
Most large organizations contain several subcultures as well as one or more countercultures. -True -False
True
Observable culture, the first level of cultural analysis, refers to the way things are done in a particular organization.
True
Observable culture, the first level of cultural analysis, refers to the way things are done in a particular organization. -True -False
True
Often, the language of a subculture, and its rituals and rites, emerge from the group as a form of jargon. -True -False
True
Organizational culture often specifies when various types of actions are appropriate and where individual members stand in the social system. -True -False
True
Organizational infidelity means the terms of the psychological tract that has been built between employees employers have been ignored
True
Personal power resides in the individual and is independent of that individual's position within an organization.
True
Personal power resides in the individual and is independent of that individual's position within an organization. -True -False
True
Radical change, or transformational change, results in a major overhaul of the organization or its component systems
True
Radical change, or transformational change, results in a major overhaul of the organization or its component systems.
True
Radical change, or transformational change, results in a major overhaul of the organization or its component systems. -True -False
True
Radical change, or transformational change, results in a major overhaul of the organization or its components systems.
True
Studies have shown that the more uncertain people are about the appropriateness or correctness of a behavior, the more likely they are to be influences to change that behavior.
True
TRUE/FALSE: People who are not willing to recognize and respect cultural differences can cause dysfunctional conflicts in multicultural teams
True
The corporate uniforms worn by UPS and Fed Ex delivery personnel are examples of cultural symbols.
True
The corporate uniforms worn by UPS and Federal Express delivery personnel are examples of cultural symbols
True
The corporate uniforms worn by UPS and Federal Express delivery personnel are examples of cultural symbols. -True -False
True
B. invisible
Values, underlying assumptions, and deep beliefs make up the ______ component of an organization's culture. A. Visible B. Invisible
reward power
What type of power does a manager exercise when he or she offers pay raises, bonuses, special assignments, or compliments as incentives to subordinates? A. Expert power B. Reward power C. Legitimate power D. Referent power E. Coercive power
B. rite
When Japanese workers start each day with the company song, this is an example of a(n) ______________. A. myth B. rite C. symbol D. underlying assumption
forming a powerful guiding coalition
When Pat Smith was appointed as a change leader in charge of implementing a new sales process at WisTech Inc., she met with key sales managers, regional vice-presidents, and staff members and got their buy-in for the change. Which of the following steps in the planned change model proposed by John Kotter do her actions address? A. Empowering others to act on the vision B. Creating a vision C. Establishing a sense of urgency D. Planning for and creating short-term wins E. Forming a powerful guiding coalition
task performance
When a team achieves its performance goals regarding quantity, quality, and timeliness of work results, what characteristic of team effectiveness is being demonstrated? _______
B. Consensus
When a team decision requires a high degree of commitment for its implementation, a(n) ________ decision is generally preferred. A. authority B. consensus C. majority rule D. minority rule
better define member roles to improve individual accountability
When a team member engages in social loafing, one of the recommended strategies for dealing with this situation is to ____ (a) forget about it (b) ask another member to force this person to work harder (c) give the person extra rewards and hope he or she will feel guilty (d) better define member roles to improve individual accountability
synergy
When a team of people is able to achieve more than what its members could by working individually, this is called ____ (a) distributed leadership (b) consensus (c) team viability (d) synergy
Unresolved Prior Conflicts
When conflicts go unresolved, they remain latent and often emerge agin in the future as the basis for conflicts over the same and related matters
E. collaboration
When dealing with conflict situations in her department, Morgan emphasizes cooperation and assertiveness. Differences are worked through together so that everybody's concerns are addressed and everyone gains something in the end. Which conflict management style does Morgan use? A. Accommodation B. Avoidance C. Compromise D. Competition E. Collaboration
collaboration
When dealing with conflict situations in her department, Morgan emphasizes cooperation and assertiveness. Differences are worked through together so that everybody's concerns are addressed and everyone gains something in the end. Which conflict management style does Morgan use? A. Accommodation B. Avoidance C. Compromise D. Competition E. Collaboration
accommodation
When issues are more important to others than to yourself or when you want to build 'credits' for use in later disagreements __________ may be used. A. authoritative command B. compromise C. avoidance D. collaboration and problem solving E. accommodation
tasks are complex, when subordinates are inexperienced or poorly trained, or when tasks call for team effort.
Which of the following set of conditions would require the narrowest span of control? A. tasks are complex, when subordinates are inexperienced or poorly trained, or when tasks call for team effort. B. tasks are straightforward, when subordinates are experienced, or when tasks call primarily for individual effort. C. tasks are complex, when subordinates are inexperienced or poorly trained, or when tasks call primarily for individual effort. D. tasks are straightforward, when subordinates are inexperienced or poorly trained, or when tasks call for team effort. E. tasks are complex, when subordinates are experienced, and when tasks call for team effort.
Subcultures reflect groups with a unique pattern of values and philosophy that are inconsistent with the dominant culture of the larger organization or social system.
Which of the following statements is incorrect regarding subcultures?
C. They should let members plan and control their own work
Which statement about self-managing teams is most accurate? A. They always improve performance, but not satisfaction B. They should have limited decision-making authority C. They should let members plan and control their own work D. They operate with elected team leaders
They should let members plan and control their own work
Which statement about self-managing teams is most accurate? A. They always improve performance, but not satisfaction B. They should have limited decision-making authority C. They should let members plan and control their own work D. They operate with elected team leaders
Participants in distributive negotiation usually approach it as a....
Win-Lose Episode
low;high
Your leader makes it well known that she doesn't have time for employees' personal problems. She doesn't really care who does the workÉso long as it is of good quality. Further, she sets high standards, lets you know if you are not maintaining a high level of performance, and doesn't care whose feelings are hurt as a result. She can be described as leader ______ in consideration and ______ in initiating structure. A. Low; high B. High; low C. Low; low D. High; high
Complexity refers to the variety of things you need to pay attention to in the environment. The context of the market, environmental considerations, and social changes deal with the:
a. General environment b. Specific environment A
Ralph makes it a point to always offer help in technical areas in which he is skilled and knowledgeable. His subordinates trust his judgment, and follow his direction. What type of power is Ralph exerting?
a. Legitimate power b. Coercive power c. Referent power d. Reward power e. Expert power E
People use __________ in deciding whether to grant a leadership claim. a. implicit theories b. social constructions c. informal leadership d. Reciprocity
a. implicit theories
Leadership is a process of ___________. a. leading and following b. deferring and obeying c. managing and supervising d. influencing and resisting
a. leading and following
The team decision technique of __________ asks everyone to respond individually and in writing to a basic question such as: 'What should be done to improve the effectiveness of this work team?'
a. statutory technique b. nominal group technique c. brainstorming technique d. freewheeling technique e. Delphi technique B
When a team achieves its performance goals regarding quantity, quality, and timeliness of work results, the __________ characteristic of team effectiveness is being demonstrated.
a. task performance b. member satisfaction c. team viability d. team changeability e. team excellence A
The four dimensions of transactional leadership include all of the following
active management by exception. passive management by exception. laissez-faire. contingent rewards.
A "friendly helper"
acts insecure, tries to be helpful - Will I be liked?
A "objective thinker"
acts reflectively and wants clear goals
Your boss sits down at one of the weekly staff meetings. She explains that there are tremendous challenges ahead for the company, beginning with developing a new marketing strategy. She says that she knows there have been some personal tragedies within the team during the past few months. But, she goes on to say that she cares deeply about each person and wants to publicly offer her support so that an effective decision can be made. According to Leadership That Gets Results by Daniel Goleman, your boss is exhibiting what style of leadership?
affiliative
What choice would you make if you were designing a mechanistic organization that functions like a well-oiled machine?
all the answer choices are correct-- high on formalization and standardization, formal coordination and narrow span of control, high on centralization and departmentalization
What choice would you make if you were designing a mechanistic organization that functions like a well-oiled machine?
all the answers are correct
Which of the following is an example of an increase in the complexity of an organization's environment?
an increase in the types of competitors faced by the organization
Self-managing teams
are empowered to make decisions to manage themselves in day-to-day work.
Formal teams
are often designated to serve a specific purpose
Norms
are rules or standards for the behavior of group members.
Team or group dynamics
are the forces operating in teams that affect the ways members work together.
Groupthink can be avoided by doing all of the following
assigning the role of critical evaluator to each group member. creating subgroups that each work on the same problem. inviting outside experts to observe and react to group processes. writing alternative scenarios for the intentions of competing groups.
Some of the research on contingency approaches to power shows that the greater the professional orientation of group members, the greater relative strength xxxx power has in influencing them a) expert b) referent c) coercive d) infomation
b
___________ involves the choice of how to engage with leaders in producing leadership. a. implicit theories b. Followership c. Informal leadership d. Reciprocity
b. followership
Making an emotional request or proposal that arouse enthusiasm by appearing to your values and ideas or by increasing your confidence that you can do it would be which type of political tactic identified by Yukl and his colleagues? a) Exchange tactics b) Upward appeals c) Inspirational appeals d) Consultation tactics
c
123. Symptoms of team member incompatibility include all of the following EXCEPT: a) withdrawn members. b) open hostilities. c) status differences. d) struggles over control. e) domination of the group by a few members.
c) status differences
A manager from a different department smugly walks into your office and says that if you don't work the night shift for the next 2 months, he will ensure that you will not receive a promotion. This manager is using what source of power?
coercive
A manager from a different department smugly walks into your office and says that if you don't work the night shift for the next two months, he will ensure that you will not receive a promotion. This manager is using what source of power?
coercive
Leading change is hard because people are:
concerned about the future uncertain/don't know what to expect concerned about power, their own power and the power of others
Intersender role
conflict occurs when different people send conflicting and mutually exclusive expectations.
Intrasender role
conflict occurs when the same person sends conflicting expectations. EX: Team leader: "you need to get the report written right away, but now I need you to help me get the ppt. ready."
When a team decision requires a high degree of commitment for its implementation, a(n) ________ decision is generally preferred.
consensus
When a team decision requires a high degree of commitment for its implementation, a(n) ________ decision is generally preferred. -consensus -authority -majority rule -minority rule
consensus
A cross-functional team
consists of members from different functions or work units.
cross functional team
consists of members from different functions or work units; horizontal integration combats functional silos problem
Individuals who engage in voice likely have a
constructive follower orientation
Individuals who engage in voice likely have a: -prototypical leadership theory -constructive follower orientation -power distance orientation -weak feedback orientation
constructive follower orientation
In a business setting, a firm's system of shared actions, values, and beliefs that develops within the company and guides the behavior of its members is called its __________.
corporate culture
Organizational ____ often specifies when various types of actions are appropriate and where individual members stand in the social system
culture
Organizational _____ often specifies when various types of actions are appropriate and where individual members stand in the social system.
culture
According to Pfeffer, power comes from being in the "right" place i.e. the place or position in the organization where the manager has: a) Task interdependence b) political clout c) a limited span of control d) formal authority
d
According to the overall contingency model power in order for the identification process work, the agent must have xxx power and be xxx. a) expert, patient b) legitimate, democratic c) reward, a good listener d) referent, salient
d
intersender role conflict
different people send conflicting expectations
Management by Objectives(MBO)
direct application of goal setting theory
Task activities
directly contribute to the performance of important tasks.
task activities
directly contribute to the performance of important tasks; ex. initiating discussion, sharing info, asking info of others
112. Team performance can suffer when: a) goals are unclear. b) goals are too focused on individual-level accomplishments. c) resources are inefficient to accomplish the task. d) when goals are insufficiently challenging. e) All of the above.
e) All of the above
84. To create a successful virtual team, managers should do which of the following? a) Select team members high in initiative b) Begin with social messaging c) Assign clear goals and roles d) Gather regular feedback from members e) Managers should do all of the above
e) Managers should do all of the above
126. Researchers have identified the tendency for increasing diversity among team members to create difficulties even as it offers improved potential for problem solving is known as the __________. a) positive-negative dilemma b) enhancement-enactment dilemma c) upside-downside dilemma d) good news-bad news dilemma e) diversity-consensus dilemma
e) diversity-consensus dilemma
78. The term __________ applies to a wide variety of teams whose members meet regularly to collectively examine important workplace issues. a) employee engagement team b) employee connection team c) employee participation team d) employee empowerment team e) employee involvement team
e) employee involvement team
Which of the following are processes that lead to team effectiveness
effort, knowledge, and strategy
According to the planned change model proposed by John Kotter, which of the following is the first step in implementing a planned change?
establishing a sense of urgency
In modern day organizations when change is implemented it is often a:
failure
In a change management context, driving forces refer to those forces that prevent the implementation of organizational change.
false
In many firms, the management philosophy is supported by a series of organizational rituals.
false
T/F: A counterculture is a group of individuals with a unique pattern of values and philosophy that is consistent with the organization's dominant values and philosophy.
false
T/F: A subculture has a pattern of values and philosophy that outwardly rejects the surrounding culture of the larger organization or social system.
false
T/F: Accommodation is a conflict management strategy may be used when an issue is trivial.
false
T/F: According to John Kotter, in order to establish a sense of urgency for change, it is sufficient to have 25% of a company's management be honestly convinced that business as usual is totally unacceptable.
false
T/F: Decentralization increases when the discretion to spend money, to hire people, and to make similar decisions is moved farther up the hierarchy of authority.
false
T/F: When an organization faces greater dynamism in its environment, its managers should increase centralization of power so that they can closely monitor and control the actions of front-line employees.
false
T/F: With the size advantage, larger firms often have a single dominant culture with a universal set of shared actions, values, and beliefs
false
The member satisfaction criterion of group effectiveness means that members are sufficiently satisfied to continue working well together on an ongoing basis and/or to look forward to working again in the future.
false
The member satisfaction criterion of group effectiveness means that members are sufficiently satisfied to continue working well together on an ongoing basis and/or to look forward to working together again in the future
false
When an organization faces greater dynamism in its environment, its managers should increase centralization of power so that they can closely monitor and control the actions of front-line employees.
false
forming stage
focuses around the initial entry of members to a team
The forming stage
focuses around the initial entry of members to a team. - getting to know each other
Team performance can suffer when:
goals are unclear. goals are too focused on individual-level accomplishments. resources are inefficient to accomplish the task. when goals are insufficiently challenging.
Team performance is not a danger of suffering when:
goals are well designed
Team performance is not in danger of suffering when:
goals are well designed
Team performance is not in danger of suffering when
goals are well designed.
Groupthink can be avoided by doing all of the following EXCEPT
having the leader express his/her preference for a particular course of action
Groupthink can be avoided by doing all of the following EXCEPT:
having the leader express his/her preference for a particular course of action
Groupthink can be avoided by doing all of the following EXCEPT: -assigning the role of critical evaluator to each group member -creating subgroups that each work on the same problem -inviting outside experts to observe and react to group processes -having the leader express his/her preference for a particular course of action -writing alternative scenarios for the intentions of competing groups
having the leader express his/her preference for a particular course of action
What cannot Groupthink can be avoided by doing
having the leader express his/her preference for a particular course of action
Groupthink can be avoided by doing all of the following EXCEPT:
having the leader express his/her preference for a particular course of action.
Disruptive behaviors
in teams harm the group process and limit team effectiveness. - incivility - antisocial behavior
Values, underlying assumptions, and deep beliefs make up the ______ component of an organization's culture.
invisible
Status congruence
involves consistency between a person's status within and outside a group. EX: CEO in a group with regular employees
The storming stage
is one of high emotionality and tension among team members. - dealing with tensions and defining group tasks
An effective team
is one that achieves high levels of task performance, member satisfaction, and team viability.
The norming stage
is reached when members start to work together as a coordinated team. - building relationships and working together
Decision making
is the process of choosing among alternative courses of action.
Groupthink
is the tendency of cohesive group members to lose their critical evaluative capabilities. EX: U.S. lack of preparedness in pearl harbor before U.S. entered WWII
Centralized communication networks (co-acting)
link group members through a central control point. - Independent individual efforts on behalf of common task - Best at simple tasks (wheel network or chain network)
Your leader makes it well known that she doesn't have time for employees' personal problems. She doesn't really care who does the work as long as it is of good quality. Further, she sets high standards, lets you know if you are not maintaining a high level of performance, and doesn't care whose feelings are hurt as a result. She can be described as leader ______ in consideration and ______ in initiating structure.
low, high
The four dimensions of transactional leadership include all of the following EXCEPT
management by example
The four dimensions of transactional leadership include all of the following EXCEPT:
management by example
The four dimensions of transactional leadership include all of the following EXCEPT: -active management by exception -management by example -laissez-faire -contingent rewards -passive management by exception
management by example
The four dimensions of transactional leadership include all of the following EXCEPT:
management by example.
The performing stage
marks the emergence of a mature and well-functioning team. - Maturing in relationships and task performance
An employee involvement team
meets regularly to address workplace issues. - They might discuss ways to: 1. enhance quality 2. better satisfy customers 3. raise productivity 4. improve the quality of work life.
consensus
most team members favor an alternative; doesn't require unanimity
The team decision technique of __________ asks everyone to respond individually and in writing to a basic question such as: 'What should be done to improve the effectiveness of this work team?'
nominal group technique
The team decision technique of __________ asks everyone to respond individually and in writing to a basic question such as: 'What should be done to improve the effectiveness of this work team?' -freewheeling technique -brainstorming technique -nominal group technique -statutory technique -Delphi technique
nominal group technique
At IBM, the ______ culture would include the unique stories, ceremonies, and corporate rituals that make up the history of the firm.
observable
At IBM, the ________ culture would include the unique stories, ceremonies, and corporate rituals that make up the history of the firm
observable
At IBM, the __________ culture would includes the unique stories, ceremonies, and corporate rituals that make up the history of the firm.
observable
Role ambiguity
occurs when someone is uncertain about what is expected of him or her.
Teamwork
occurs when team members live up to their collective accountability for goal accomplishment
Inter-role conflict
occurs when the expectations of two or more roles held by the same individual become incompatible, such as the conflict between work and family demands.
storming stage
one of high emotionality ad tension among team members
Which of the following emphasizes horizontal specialization, extensive use of personal coordination, and loose rules, policies, and procedures?
organic bureaucracy
Which of the following emphasizes horizontal specialization, extensive use of personal coordination, and loose rules, policies, and procedures? -functional bureaucracy -organic bureaucracy -departmental bureaucracy -mechanistic bureaucracy
organic bureaucracy
If you heard from an employee of a local bank, "it's tradition here for us to stand up and defend the bank hen someone criticizes it, "you could assume that the bank employees had strong ______ norms.
organizational and personal pride
If you heard from an employee of a local bank, "it's tradition here for us to stand up and defend the bank hen someone criticizes it," you could assume that the bank employees had strong _________ norms.
organizational and personal pride
If you heard from an employee of a local bank, "it's tradition here for us to stand up and defend the bank hen someone criticizes it," you could assume that the bank employees had strong _________ norms. -support and helpfulness -organizational and personal pride -ethical and social responsibility -improvement and change
organizational and personal pride
The top management of the GreenBucks Hills Coffee Company has just decided to serve beer and wine after 5 pm at is 3000 retail outlets in the US, in response to a perceived opportunity to attract customers between work hours and dinnertime. This is an example of which of the following types of change?
proactive change
Organizational socialization
process which organizational newcomers are transformed from outsiders to effect and participatory members of the organization.
What type of power does a manager exercise when he or she offers to pay raises, bonuses, special assignments, or compliments as incentives to subordinates?
reward power
All of the following are types of position power:
reward power, coercive power, information power, legitimate power
All of the following are types of position power
reward power. coercive power. information power. legitimate power.
When Japanese workers start each day with the company song, this is an example of a(n) ______________. -rite -symbol -underlying assumption -myth
rite
When Japanese workers start each day with the company song this is an example of a
rite (ritual)
When Japanese workers start each day with the company song, this is an example of a(n) ______________.
rite (ritual)
__________ are important because they are used to tell new members the real mission of the organization, how the organization operates, and how individuals can fit into the company.
sagas
What are the questions you can ask to determine if a change has been successful on a long-term level?
select all 3- what were the effects on the change agent? what were the effects on the organization? did the change happen?
problem solving teams
set up to deal with a specific problem or opportunity temporary
The performance norm
sets expectations for how hard members work and what the team should accomplish.
Distributed leadership
shares responsibility among members for meeting team task and maintenance needs.
A student from your university recently called you to ask for a donation. During the pitch, he said that a large percentage of undergraduate alumni have donated, and an even larger percentage of BHP alumni from your graduation year have donated. According to the six principles of persuasion, which two of the following is the caller using?
social proof and liking
Which of the following involves the creation of guidelines so that similar work activities are repeatedly performed in a similar fashion?
standardization
Which of the following involves the creation of guidelines so that similar work activities are repeatedly performed in a similar fashion?
standardization
All of the following are types of position power EXCEPT:
statutory power
All of the following are types of position power EXCEPT: -reward power -coercive power -legitimate power -statutory power -information power
statutory power
All of the following are types of position power EXCEPT:
statutory power.
To begin understanding an organization's culture, it is often easiest to start with which of the following? -the employee handbook -work group norms -observations of employee actions -stories about the organization -the organization's code of ethics
stories about the organization
organizations with _______ possess a broadly and deeply shared value system that can provide a strong corporate identity, enhance collective commitment, provide a stable social system, and reduce the need for formal and bureaucratic controls.
strong culture
Organizations with ______ possess a broadly and deeply shared value system that can provide a strong corporate identity, enhance collective commitment, provide a stable social system, and reduce the need for formal and bureaucratic controls
strong cultures
Organizations with __________ possess a broadly and deeply shared value system that can provide a strong corporate identity, enhance collective commitment, provide a stable social system, and reduce the need for formal and bureaucratic controls.
strong cultures
_________ are groups of individuals with a unique pattern of values and philosophy that is NOT inconsistent with the organization's dominant values and philosophy.
subcultures
Maintenance activities
support the emotional life of the team as an ongoing social system.
When teams accomplish more than the total of their individual members' capabilities, what occurs?
synergy
Which of the following set of conditions would require the narrowest span of control?
tasks are complex, when subordinates are inexperienced or poorly trained, or when tasks call for team effort
Which of the following set of conditions would require the narrowest span of control?
tasks are complex, when subordinates are inexperienced or poorly trained, or when tasks call for team effort.
In multiskilling,
team members are each capable of performing many different jobs.
In the adjourning stage
teams disband when their work is finished. - disbanding and celebrating accomplishments
A cultural symbol is any object, act, or event that serves to transmit cultural meaning.
true
In order to judge whether a change implementation has been successful, it is important to not only assess whether the intended change happened, but also to assess how the change affected the organization and the change agent.
true
Most large organizations contain several subcultures as well as one or more countercultures.
true
T/F: A cultural symbol is any object, act, or event that serves to transmit cultural meaning.
true
T/F: A number of studies suggest that the key difficulty with product development is the integration across all of the units needed to move from the idea stage to final implementation.
true
T/F: High-performance teams turn a general sense of purpose into specific performance objectives
true
T/F: House's path-goal theory of leadership assumes that a leader's key function is to adjust his or her behaviors to complement situational contingencies that influence the accomplishment of personal goals and organizational goals
true
T/F: In North American companies, subcultures and countercultures may naturally form on the basis of ethnic, racial, gender, generational, or locational similarities.
true
T/F: Observable culture, the first level of cultural analysis, refers to the way things are done in a particular organization.
true
T/F: Often, the language of a subculture, and its rituals and rites, emerge from the group as a form of jargon
true
T/F: cultural differences can have a major impact on the performance of organizations and the quality of work life experienced by their members
true
The corporate uniforms worn by UPS and Federal Express delivery personnel are examples of cultural symbols.
true
espoused values
values that you say you have
Tony is a manager at Tone Corporation. As a manager he can modify the __________ of culture, such as the language, stories, rites, rituals, and sagas.
visible aspects
Tony is a manager at Tone Corportation. As a manager he can modify the _____ of culture, such as the language, stories, rites, rituals, and sagas.
visible aspects
Tony is a manager at Tone corporation. As a manager he can modify the ______ of culture, such as the language, stories, rites, rituals, and sagas.
visual aspects
The performance advantages of teams over individuals are most evident in all of the following cases EXCEPT
when a conservative decision is required
The performance advantages of teams over individuals are most evident in all of the following cases EXCEPT:
when a conservative decision is required
The performance advantages of teams over individuals are most evident in all of the following cases EXCEPT:
when a conservative decision is required.
Members of virtual teams
work together through computer mediation.
How can groupthink be avoided?
writing alternative scenarios for the intentions of competing groups, inviting outside experts to observe and react to group processes, creating subgroups that each work on the same problem, assigning the role of critical evaluation to each group member
Symptoms of Groupthink:
■ Illusions of invulnerability—Members assume that the team is too good for criticism or beyond attack. ■ Rationalizing unpleasant and disconfirming data—Members refuse to accept con- tradictory data or to thoroughly consider alternatives. ■ Belief in inherent group morality—Members act as though the group is inherently right and above reproach. ■ Stereotyping competitors as weak, evil, and stupid—Members refuse to look realistically at other groups. ■ Applying direct pressure to deviants to conform to group wishes—Members refuse to tolerate anyone who suggests the team may be wrong. ■ Self-censorship by members—Members refuse to communicate personal concerns to the whole team. ■ Illusions of unanimity—Members are quick to accept consensus prematurely, without testing its completeness. ■ Mind guarding—Members try to protect the team from hearing disturbing ideas or outside view point
A cultural symbol is any object, act, or event that serves to transmit cultural meaning (T/F)
T
avoidance involves pretending a conflict does not really exist (T/F)
T
When a team achieves its performance goals regarding quantity, quality and timeliness of work results, what characteristics of team effectiveness is being demonstrated?
Task Performance
inputs
Task characteristics, reward systems, and team size are all____________that can make a difference in team effectiveness. (a) processes (b) dynamics (c) inputs (d) rewards
all answer choices are correct
Team performance can suffer when: A. resources are inefficient to accomplish the task. B. when goals are insufficiently challenging. C. goals are unclear. D. goals are too focused on individual-level accomplishments. E. All of the answer choices are correct
Which of the following is a key team input?
Team size, team composition, goals, rewards, and resources, the nature of the task.
How to lead groups and teams:
Teams are lead by task and maintenance.
social loafing
The Ringlemann effect describes_______ (a) the tendency of groups to make risky decisions (b) social loafing (c) social facilitation (d) the satisfaction of members' social needs
Two-Party Negotiation
The manager negotiates directly with one other person
when a conservative decision is required.
The performance advantages of teams over individuals are most evident in all of the following cases EXCEPT: A. when a conservative decision is required. B. when a division of labor is required. C. when a sharing of information is required. D. when problems are complex. E.when there is no clear 'expert' for a particular task.
__________ set the tone for a culture and for cultural change.
Top managers
A cultural symbol is any object, act, or event that serves to transmit cultural meaning. -True -False
True
Avoidance involves pretending a conflict does not really exist. -True -False
True
In North American companies, subcultures and countercultures may naturally form on the basis of ethnic, racial, gender, generational, or locational similarities.
True
Often, the language of a subculture, and its rituals and rights, emerge from the group as a form of jargon.
True
T/F: Functional departmentalization refers to the grouping of individuals by skill, knowledge, and action.
True
B. reward power
What type of power does a manager exercise when he or she offers pay raises, bonuses, special assignments, or compliments as incentives to subordinates? A. Expert power B. Reward power C. Legitimate power D. Referent power E. Coercive power
The performance advantages of teams over individuals are most evident in all of the following cases EXCEPT:
When a conservative decision is required.
Romance of leadership
With the meteoric rise of Apple after Steve Jobs' return to CEO, many people predicted significant troubles for Apple without its iconic leader. Furthering this notion, Apple experienced some struggles with a lack of new product offerings and a faulty map application. Many of these performance troubles were attributed to Jobs' successor, Tim Cook. This attribution of both success and failure to the failure to the leader of the organization is an example of what? ________
71. __________ teams bring together people from different functional departments or work units to work on a common task. a) Cross-functional b) Self-directed c) Virtual d) Self-managed e) Employee involvement
a) Cross-functional
119. __________ teams have members who are very similar to one another. a) Homogenous b) Heterogeneous c) Variant d) Variegated e) Conglomerate
a) Homogenous
79. Members of a true self-managing work team make decisions on all of the following EXCEPT: a) establishing strategy and providing resources to achieve it. b) scheduling work and allocating tasks. c) training for job skills and evaluating performance. d) selecting new team members. e) controlling the quality of work.
a) establishing strategy and providing resources to achieve it.
Considering the framework outlined in the McGinn and Lingo article, the three types of power you can use to resolve tension are:
a. Reciprocity, personal, and social proof b. Personal, influence, and relational c. Positional, personal, and relational C
Which of the following are the main processes that lead to team effectiveness?
a. Resources and systems, nature of tasks, and team composition b. Team output, team growth, individual learning Incorrect c. Effort, knowledge, and strategy C
89. When teams accomplish more than the total of their individual members' capabilities, __________ occurs. a) exchange b) association c) synergy d) harmony e) union
c) synergy
When the leadership role at the top is divided among multiple people, it is called __________. a. collective leadership b. distributed leadership c. co-leadership d. shared leadership
c. co-leadership
Organizational ________ often specify when various types of actions are appropriate and where individual members stand in the social system.
cultures
90. When people work less hard in teams than they would individually, __________ occurs. a) social slacking b) organizational shirking c) individual loafing d) organizational evading e) social loafing
e) social loafing
110. The open systems model of team effectiveness suggests that team effectiveness is influenced by all of the following EXCEPT: a) inputs. b) processes. c) "right players in the right seats". d) "on the same bus, headed in the same direction". e) task performance.
e) task performance.
82. Self-managed teams have structural and management implications for organizations because they largely eliminate __________. a) a firm's staff functions b) the line employees c) the top management team d) the CEO e) the first-line supervisors
e) the first-line supervisors
Which of the following are processes that lead to team effectiveness?
effort, knowledge, and strategy
Which of the following are the main processes that lead to team effectiveness?
effort, knowledge, and strategy
FIRO-B Theory
examines differences in how ppl relate to one another based on their needs to express and receive feelings of inclusion, control, and affection
inter-role conflict:
expectations of 2 or more roles held by the same individual become incompatible, such as conflict b/w work and family demands
Managers cannot modify the visible aspects of culture, such as the language, stories, rites, rituals, and sagas. T/F
f
Accommodation is a conflict management strategy may be used when an issue is trivial.
false
According to John Kotter, in order to establish a sense of urgency for change, it is sufficient to have 25% of a company's management be honestly convinced that business as usual is totally unacceptable.
false
T/F: In a change management context, driving forces refer to those forces that prevent the implementation of organizational change.
false
T/F: In a change management context, driving forces refer to those forces that prevent the implementation of organizational change
false
T/F: In many firms, the management philosophy is supported by a series of organizational rituals.
false
The member satisfaction criterion of group effectiveness means that members are sufficiently satisfied to continue working well together on an ongoing basis and/or to look forward to working together again in the future.
false
Unfortunately, given its origin from the founders' values, managers cannot modify the visible aspects of culture, such as the language, stories, rites, rituals, and sagas.
false
Unfortunately, given its origin from the founders' values, managers cannot modify the visible aspects of the culture, such as language, stories, rites, rituals, and sagas.
false
With the size advantage, larger firms often have a single dominant culture with a universal set of shared actions, values, and beliefs.
false
a subculture has a pattern of values and philosophy that outwardly rejects the surrounding culture of the larger organization or social system
false
5 stages of team development
forming storming norming performing adjourning
Cross-functional teams are a way of trying to beat the...
function silos problem, also called the functional chimneys problem.
The following are reasons why the common knowledge effect occurs EXCEPT
group consensus
Values underlying assumptions, and deep beliefs make up the _______ component of an organization's culture
invisible
co-leadership
leadership is divided so that no one person has unilateral power to lead
Your leader makes it well known that she doesn't have time for employees' personal problems. She doesn't really care who does the workÉso long as it is of good quality. Further, she sets high standards, lets you know if you are not maintaining a high level of performance, and doesn't care whose feelings are hurt as a result. She can be described as leader ______ in consideration and ______ in initiating structure. -low; high -high; low -low; low -high; high
low; high
Your leader makes it well known that she doesn't have time for employees' personal problems. She doesn't really care who does the workÉso long as it is of good quality. Further, she sets high standards, lets you know if you are not maintaining a high level of performance, and doesn't care whose feelings are hurt as a result. She can be described as leader ______ in consideration and ______ in initiating structure.
low;high
Which of the following is NOT a key team input?
member satisfaction
Which of the following is not a key team input?
member satisfaction
Which of the following is not a key team input? -goals, rewards, and resources -member satisfaction -team size -the nature of the task -team composition
member satisfaction
Decentralized communication networks (interacting)
members communicate directly with one another. - high interdependency around a common task - best at complex tasks (star network or all-channel network)
functional silos problem
members of 1 functional team fails to interact w/ others from other functional teams combated by cross functional teams
Which of the following is not a key team input?
members satisfacation
In homogeneous teams
members share many similar characteristics. - teamwork = not a problem
norming stage
members start to work together as a coordinated team
Social loafing (also known as the Ringlemann effect)
occurs when people work less hard in groups than they would individually.
Role overload
occurs when too much work is expected of the individual.
person-role conflict
person's values and needs come into conflict with role expectations
Conflict as it is experienced in the daily workplace involves at least 2 basic forms, ______ and ______.
substantive and emotional
Conflict as it is experienced in the daily workplace involves at least two basic forms, __________ and __________.
substantive conflict and emotional conflict
shared leadership
team members work to achieve goals
adjourning stage
teams disband when their work is finished
Avoidance involves pretending a conflict does not really exist.
true
T/F: Avoidance involves pretending a conflict does not really exist.
true
T/F: To many researchers and managers, shared common values lie at the heart of organizational culture
true
To many researchers and managers, shared common values lie at the heart of the organizational culture.
true
Tony is a manager at Tose Corporation. As a manager he can modify the ______ of culture, such as the language, stories, rites, rituals, and sagas
visible aspects
A complex problem is best dealt with by a team using a(n) ____ communication network. (a) all-channel (b) wheel (c) chain (d) linear
(a) all-channel
It is during the ___ stage of team development that members begin to come together as a coordinated unit. (a) storming (b) norming (c) performing (d) total integration
(b) norming
Within which of the following major stages of a planned change implementation in Kurt Lewin's model would you place the 'creating a vision' step in Kotter's planned change model?
- mobilize (unfreeze)
The performance advantages of teams over individuals are most evident in three situations: (3)
1. There is no clear expert so teams tend to make better judgements. 2. Team typically more successful when prob are complex and require labor and sharing info. 3. Teams can be more creative.
Types of new members: (3)
1. Tough battler 2. Friendly helper 3. Objective thinker
5. The best leadership style to use when tasks are highly repetitive is__________. (a) supportive (b) directive (c) charismatic (d) entrepreneurial
A. Supportive
Saga
An embellished heroic account of accomplishments.
Positive/Advantages of social facilitation:
An example is a team member who enthusiastically responds when asked to make PowerPoint slides.
It is during the ____________ stage of team development that members begin to come together as a coordinated unit. (a) storming (b) norming (c) performing (d) total integration
B. Norming
Which of the following statements is true about influence? a) It is usually conceived of as being narrower in scope than power b) It is more closely associated with power than leadership c) It involves the ability to alter other people in general ways d) It is the right to manipulate others
C
A manager from a different department smugly walks into your office and says that if you don't work the night shift for the next two months, he will ensure that you will not receive a promotion. This manager is using what source of power? -Legitimate -Information -Referent -Expert -Coercive
Coercive
Which approach to conflict management can be best described as both highly cooperative and highly assertive?
Collaboration
In a scenario where a target cannot escape a relationship or values the agent's reward as unique, influenceability of the target increase due to this variable. a) Personality b) Age c) Culture d) Dependency
D
5. Failure to comply because a directive does not fall in the acceptable range of requests is called _________. (a) a zero sum game (b) powerlessness (c) political savvy (d) the zone of indifference
D. the Zone of Indifference
3. A type of leadership that is often missed in discussions of leadership is _______ leadership. (a) face-to-face (b) downward (c) hierarchical (d) upward
D. upward
Substance Goals
Deal with outcomes that relate to the content issues under negotiation
Some of the tradeoffs in having control over an organization through centralization is
Exceptions slow down the responsiveness of your organization
Some of the tradeoffs in having control over an organization through centralization is:
Exceptions slow down the responsiveness of your organization
Some of the tradeoffs in having control over an organization through centralization is:
Exceptions slow the responsiveness of your organization
Ralph makes it a point to always offer help in technical areas in which he is skilled and knowledgeable. His subordinates trust his judgment, and follow his direction. What type of power is Ralph exerting?
Expert Power
Which of the following characteristics of a change leader is/are related to successful implantation of change?
Focus, credibility, flexibility, & determination.
reactive
Getting into a market after a competitor has entered a market is a ________ change
The following are reasons why the common knowledge effect occurs EXCEPT:
Group consensus
The following are reasons why the common knowledge effect occurs EXCEPT: -Mutual enhancement -Groupthink -Team composition -Conflict avoidant members -Group consensus
Group consensus
Groupthink can be voided by doing all of the following EXCEPT:
Having the leader express his/her preference for a particular course of action.
Values, underlying assumptions, and deep beliefs made up the ____________ component of an organization's culture. -Invisible -Visible
Invisible
Within which of the following major stages of a planned change implantation in Kurt Lewin's model would you place the 'creating a vision' step in Kotter's planned change model?
Mobilize (Unfreeze)
Considering the framework outlined in McGinn and Lingo article, the 3 types of power you can use to resolve tension are:
Positional, personal, relational
When Japanese workers start each day with the company song, this is an example of a(n) ______________.
Rite/ Ritual
____ are important because they are used to tell new members the real mission of the organization, how the organization operates, and how individuals can fit into the company
Sagas
To begin understanding an organization's culture, it is often easiest to start with which of the following?
Stories about the organization
After team inputs create team process, team process creates...
Team effectiveness. What occurs here is the accomplishment of desired outcomes.
____________ set the tone for a culture and for cultural change.
Top Managers
Functional departmentalization refers to the grouping of individuals by skill, knowledge, and action.
True
The target of the reward power must value the rewards
True
The indirect conflict management approach that uses the chain of command for conflict resolution is known as ___________.
Upward referral
Consensus
When a team decision requires a high degree of commitment for its implementation, a(n) ________ decision is generally preferred. A. authority B. consensus C. majority rule D. minority rule
Structural Differentiation
When different teams and work units pursue different goals with different time horizons
Example of Approach-Approach Conflict
When someone has to choose between a valued promotion in the organization or a desirable new job with another firm
all of the answer choices are correct
Which of the following characteristics of a change leader is/are related to successful implementation of change?
4. Grouping individuals and resources in the organization around products, services, clients, territories, or legal entities is an example of ________________ specialization. (a) divisional (b) functional (c) matrix (d) mixed form (e) outsourced specialization
a) divisional
5. Grouping resources into departments by skill, knowledge, and action is the pattern. (a) functional (b) divisional (c) vertical (d) means-endchains (e) matrix
a) functional
A rule of thumb created when someone does you a favor is __________. a. idiosyncrasy credits b. relational disclosures c. low LMX d. reciprocity
a. idiosyncrasy credits
The obligation created when someone desc you a favor is _________. a. feedback orientation b. the norm of reciprocity c. implicit followership theories d. distributed leadership
b. the norm of reciprocity
Len emphasizes cooperation and assertiveness in dealing with conflict situations in his department. Differences are worked through together so that everybody's concerns are addressed and everyone gains something in the end. Len uses which conflict management style?
collaboration
When dealing with conflict situations in her department, Morgan emphasizes cooperation and assertiveness. Differences are worked through together so that everybody's concerns are addressed and everyone gains something in the end. Which conflict management style does Morgan use?
collaboration
When dealing with conflict situations in her department, Morgan emphasizes cooperation and assertiveness. Differences are worked through together so that everybody's concerns are addressed and everyone gains something in the end. Which conflict management style does Morgan use?
collaboration
When dealing with conflict situations in her department, Morgan emphasizes cooperation and assertiveness. Differences are worked through together so that everybody's concerns are addressed and everyone gains something in the end. Which conflict management style does morgan use?
collaboration
113. The __________ of a team's task include its routineness, difficulty, and information requirements. a) cognitive demands b) mechanical demands c) social demands d) technical demands e) psychological demands
d) technical demands
115. Tasks that are complex in __________ require unique solutions and more information processing than other tasks. a) cognitive demands b) mechanical demands c) social demands d) technical demands e) psychological demands
d) technical demands
125. As a team gets larger, all of the following things tend to happen EXCEPT: a) communication problems often set in. b) coordination of the team members becomes more difficult. c) satisfaction may dip. d) turnover and absenteeism decrease. e) social loafing may increase.
d) turnover and absenteeism decrease.
Specific environment
deals with competitors, customers, suppliers, and other stakeholders in your business.
FIRO-B theory
examines differences in how people relate to one another based on their needs to express and receive feelings of inclusion, control, and affection.
T/F: Accommodation is a conflict management strategy may be used when an issue is trivial
false
Restricted communication networks (counteracting)
link subgroups that disagree with one another's positions. - Subgroups in disagreement with one another - slow task accomplishment
A quality circle team
meets regularly to address quality issues.
moral disengagement
rationalization
When Japanese workers start each day with the company song, this is an example of a(n) ______________.
ritual
__________ are embellished heroic accounts of accomplishments, especially regarding the founding of an organization.
sagas
The five stage of team development are forming, norming, performing, and adjourning.
true
The five stages of team development are forming, storming, norming, performing, and adjourning.
true
When two groups are in competition with one another, ____ may be expected within each group. (a) greater cohesiveness (b) less reliance on the leader (c) poor task focus (d) more conflict
(a) greater cohesiveness
2. A major distinction between line and staff units concerns. (a) the amount of resources each is allowed to utilize (b) linkage of their jobs to the goals of the firm (c) the amount of education or training they possess (d) their use of computer information systems (e) their linkage to the outside world
(b) linkage of their jobs to the goals of the firm
12. The design of the organization needs to be adjusted to all but . (a) the environment of the firm (b) the strategy of the firm (c) the size of the firm (d) the operations and information technology of the firm (e) the personnel to be hired by the firm
(c) the size of the firm
When a team of people is able to achieve more than what its members could by working individually, this is called ___. (a) distributed leadership (b) consensus (c) team viability (d) synergy
(d) synergy
"Soft" Distributive Negotiation
-Takes place when one party or both parties make concessions just to get things over with -Leads to accommodation -Latent dissatisfaction is likely to remain
Stages of team development include:
1. Forming 2. storming 3. norming 4. performing 5. adjourning stage
10. Bass modified Burns's theory to focus on __________ rather than moral interests. (a) organizational (b) societal (c) follower (d) collective
A. organizational
team viability
An effective team is defined as one that achieves high levels of task performance, member satisfaction, and ____ (a) coordination (b) harmony (c) creativity (d) team viability
Which of the following is an example of an increase in the complexity of an organization's environment? -Rapid changes in customer preferences -An increase in the types of competitors faced by the organization -Rapid changes in technology -An increase in the rate of introduction of new regulations
An increase in the types of competitors faced by the organization
9. If you heard from an employee of a local bank "It's a tradition here for us to stand up and defend the bank when someone criticizes it," you could assume that the bank employees had strong ____________ norms. (a) support and helpfulness (b) organizational and personal pride (c) ethical and social responsibility (d) improvement and change
B. Organizational and personal pride
6. _______ involves the choice of how to engage with leaders in producing leadership. (a) Implicit theories (b) Followership (c) Informal leadership (d) Reciprocity
B. followership
4. According to __________ , whether leader behaviors will be effective depends on the situation. (a) trait approaches (b) behavior approaches (c) contingency theories (d) transactional theories
C. Contingency Theories
Task characteristics, reward systems, and team size are all ____________ that can make a difference in team effectiveness. (a) processes (b) dynamics (c) inputs (d) rewards
C. Inputs
Another name for integrative negotiation is ___________. A. Arbitration B. Mediation C. Principled negotiation D. Smoothing
C. Principled negotiation
The team effectiveness equation states: Team effectiveness = ____________ *(Process gains - Process losses). (a) Nature of setting (b) Nature of task (c) Quality of inputs (d) Available rewards
C. Quality of Inputs
Of the following statements only, ________________ is true. A. Principled negotiation leads to accommodation B. Hard distribution negotiation leads to collaboration C. Soft distribution negotiation leads to accommodation or compromise D. Hard distribution negotiation leads to win-win conflicts
C. Soft distribution negotiation leads to accommodation or compromise
12. Of the following statements, only ____________ is true. (a) Principled negotiation leads to accommodation. (b) Hard distributive negotiation leads to collaboration. (c) Soft distributive negotiation leads to accommodation or compromise. (d) Hard distributive negotiation leads to win-win conflicts.
C. Soft distributive negotiation leads to accommodation or compromise.
When a team member engages in social loafing, one of the recommended strategies for dealing with this situation is to ____________. (a) forget about it (b) ask another member to force this person to work harder (c) give the person extra rewards and hope he or she will feel guilty (d) better define member roles to improve individual accountability
D. better define member roles to improve individual accountability
9. Which approach to conflict management can be best described as both highly cooperative and highly assertive? (a) competition (b) compromise (c) accommodation (d) collaboration
D. collaboration
1. One of the essential criteria of a true team is ____________. (a) large size (b) homogeneous membership (c) isolation from outsiders (d) collective accountability
D. collective accountability
2. The idea that social power can be an expanding pie is the basis for the trend toward _________. (a) hierarchical thinking (b) political climate (c) personal power (d) empowerment
D. empowerment
13. If a manager and subordinate have a lot of trust and support for one another, we can say they have a ____________. (a) weak norm of reciprocity (b) idiosyncratic relationship (c) low LMX relationship (d) high LMX relationship
D. high LMX relationship
Relationship Goals
Deal with outcomes that relate to how well people involved in the negotiation and any constituencies they may represent are able to work with one another once the process is concluded
External Adaptation
Deals with reaching goals, the tasks to be accomplished, the methods used to achieve the goals, and the methods of coping with success and failure.
Internal Integration
Deals with the creation of a collective identity and with ways of working and living together.
false
Decentralization increases when the discretion to spend money, to hire people, and to make similar decisions is moved farther up the hierarchy of authority. true false
accommodation
During a conflict situation Kyle is cooperative but unassertive with his employees. He tries to smooth over their differences but it only produces a false sense of harmony among them. Which type of conflict management style is Kyle using? _____
Which of the following are processes that lead to team effectiveness? -Resources and systems, nature of tasks, and team composition -Team output, team growth, individual learning -Effort, knowledge, and strategy
Effort, knowledge, and strategy
Conflict Antecedent
Establish the conditions from which conflicts are likely to emerge
Power or Value Asymmetries
Exist when interdependent people or teams differ substantially from one another in status and influence or in values
Persons in linking-pin roles are...
Expected to understand the operations, members, needs, and norms of their host teams
Unfortunately, given its origin from the founders' values, managers cannot modify the visible aspects of culture, such as the language, stories, rites, rituals, and sagas. -True -False
False
When an organization faces greater dynamism in its environment, its managers should increase centralization of power so that they can closely monitor and control the actions of front-line employees.
False
When an organization faces greater dynamism in its environment, its managers should increase the centralization of power so they can closely monitor and control the actions of front-line employees.
False
When Pat Smith was appointed as a change leader in charge of implementing a new sales process at WisTech Inc. she met with key sales managers, regional vice presidents and staff members and got their buy-in for the change. Which of the following steps in the planned change model proposed by John Kotter do her actions address
Forming a powerful guiding coalition
Complexity refers to the variety of things you need to pay attention to in the environment. The context of the market, environmental considerations, and social changes deal with the :
General Environment
Complexity refers to the variety of things you need to pay attention to in the environment. The context of the market, environmental considerations, and social changes with the:
General Environment
Complexity refers to the variety of things you need to pay attention to in the environment. The context of the market, environmental considerations, and social changes deal with the: -General environment -Specific environment
General environment
complexity refers to the variety of things you need to pay attention to in the environment. The context of the market, environmental considerations, and social changes deal with the:
General environment
The major advantages of which the following types of departmentalization are its flexibility in attending to the specific needs of different regions of the world?
Geographic divisional
true
House's path-goal theory of leadership assumes that a leader's key function is to adjust his or her behaviors to complement situational contingencies that influence the accomplishment of personal goals and organizational goals. True False
true
Legitimate power, or formal hierarchical authority, stems from the extent to which a manager can control subordinates' behavior because they believe the boss has the right to do so. True False
Engaged employees are more likely to help their colleagues when needed and volunteer to take on extra assignments. These actions are often referred to as:
Organizational Citizenship Behaviors (OCBs)
true
Radical change, or transformational change, results in a major overhaul of the organization or its component systems. True False
Organizations with __________ possess a broadly and deeply shared value system that can provide a strong corporate identity, enhance collective commitment, provide a stable social system, and reduce the need for formal and bureaucratic controls
Strong Cultures
Organizations with __________ possess a broadly and deeply shared value system that can provide a strong corporate identity, enhance collective commitment, provide a stable social system, and reduce the need for formal and bureaucratic controls.
Strong Cultures
When teams accomplish more than the total of their individual members' capabilities, what occurs? -Union -Exchange -Harmony -Synergy -Association
Synergy
The corporate uniforms worn by UPS and FedEx delivery personnel are examples of cultural symbols (T/F)
T
Observable Culture
The way things are done in an organization.
The means by which creative ideas find their way into everyday practice is called __________ .
Innovation
The process of __________ often begins with the establishment of a unique identity; that is, each collection of individuals and each subculture within the organization develops some type of unique definition of itself.
Internal integration
Product Innovation
Introduce new goods or services to better meet customer needs.
Values, underlying assumptions, and deep beliefs make up the ______ component of an organization's culture
Invisible
Values, underlying assumptions, and deep beliefs make up the __________ component of an organization's culture.
Invisible
T/F: The five stages of team development are forming, storming, norming, performing, and adjourning.
True
T/F: The potential advantages of group decision making include more knowledge and expertise being applied to the problem, more alternatives being considered, greater understanding and acceptance of the final decision, and more commitment among group members to making the final decision work.
True
T/F: radical changes or transformational change, results in a major overhaul of the organization or its component systems
True
TRUE/FALSE: Dysfunctional conflict can occur from BOTH too little conflict and too much conflict
True
Emotional Conflict is commonly known as...
"The clash of personalities"
8. The process of creating new ideas and putting them into practice is____________. (a) innovation (b) creative destruction (c) product innovation (d) process innovation
(a) innovation
Groupthink can be avoided by doing all of the following EXCEPT:
**Having the leader express his/her preference for a particular course of action** Assigning the role of critical evaluator to each group member Creating subgroups that each work on the same problem Inviting outside experts to observe and react to group processes Writing alternative scenarios for the intentions of competing groups
Which of the following involves the creation of guidelines so that similar work activities are repeatedly performed in a similar fashion?
**Standardization** Decentralization Coordination Centralization Formalization
Which of the following set of conditions would require the narrowest span of control?
**Tasks are complex, when subordinates are inexperienced or poorly trained, or when tasks are a team effort** Tasks are complex, when subordinates are inexperienced or poorly trained, or when tasks call primarily for individual effort. Tasks are straightforward, when subordinates are inexperienced or poorly trained, or when tasks call for team-effort. Tasks are complex, when subordinates are experienced, and when tasks call for team-effort. Tasks are straightforward, when subordinates are experienced, or when tasks call primarily for individual effort.
Which statement about self-managing teams is most accurate?
**They should let members plan and control their own work** They always improve performance, but not satisfaction They operate with elected team leaders They should have limited decision-making power
Which of the following involves the creation of guidelines so that similar work activities are repeatedly performed in a similar fashion?
- standardization
Some of the tradeoffs in having control over an organization through centralization is:
- exceptions slow down the responsiveness of your organization
Which of the following emphasizes horizontal specialization, extensive use of personal coordination, and loose rules, policies, and procedures?
- organic bureaucracy
Engaged employees are more likely to help their colleagues when needed and volunteer to take on extra assignments. These actions are often referred to as:
- organizational citizenship behaviors (OCB)
The top management of the GreenBucks Hills Coffee Company has decided to serve beer and wine after 5 PM at its 3000 retail outlets in the United States, after research revealed a potential opportunity to attract customers between work hours and dinnertime. This is an example of which of the following types of change?
- proactive change
all-channel
A complex problem is best dealt with by a team using a(n) ____________ communication network. (a) all-channel (b) wheel (c) chain (d) linear
Organizational Cultural Lag
A condition where dominant cultural patterns are inconsistent with new emerging innovations.
false
A counterculture is a group of individuals with a unique pattern of values and philosophy that is consistent with the organization's dominant values and philosophy. true or false?
false
A counterculture is a group of individuals with a unique pattern values and philosophy that is consistent with organization's dominant values and philosophy. true or false
Arbitration
A neutral third party acts as a judge with the power to issue a decision binding for all parties
Mediation
A neutral third party tries to engage the parties in a negotiated solution through persuasion and rational argument
Alternative Dispute Resolution
A neutral third party works with persons involved in a negotiation to help them resolve impasses and settle disputes
true
A number of studies suggest that the key difficulty with product development is the integration across all of the units needed to move from the idea stage to final implementation. true or false?
person-role
A person facing an ethical dilemma involving differences between personal values and the expectations of the team is experiencing ____________ conflict (a) person-role (b) intrasender role (c) intersender role (d) interrole
false
A product divisional form of departmentalization is the best organizational structure for a company that produces only one product but sells it in numerous geographical locations. True False
social proof and liking
A student from your college recently called you to ask for a donation. During the pitch, he said that a large percentage of undergraduate alumni have donated, and an even larger percentage of BHP alumni from your graduation year have donated. According to the six principles of persuasion, which two of the following is the caller using? ____ and______
task
A team member who does a good job at summarizing discussion, offering new ideas, and clarifying points made by others is providing leadership by contributing ____________ activities to the group process. (a) required (b) disruptive (c) task (d) maintenance
7. The story of a corporate turnaround attributed to the efforts of a visionary manager is an example of ____________. (a) a saga (b) a foundation myth (c) internal integration (d) a latent cultural artifact
A. A Saga
The indirect conflict management approach that uses the chain of command for conflict resolution is known as _________. A. Upward Referral B. Avoidance C. Smoothing D. Appeal to common goals
A. Upward Referral
2. The team-building process can best be described as participative, data based, and ____________. (a) action oriented (b) leader centered (c) ineffective (d) short term
A. action oriented
8. Examples of ____________ that can harm team performance include when someone is being aggressive, makes inappropriate jokes, or talks about irrelevant matters in a group meeting. (a) disruptive behaviors (b) maintenance activities (c) task activities (d) role dynamics
A. disruptive behaviors
12. The key contribution complexity offers to leadership is the understanding of __________. (a) emergence (b) administrative leadership (c) entrepreneurial leadership (d) empowerment
A. emergence
Example of Approach-Avoidance Conflict
Being offered a higher paying job with responsibilities that make unwanted demands on one's personal time
The FIRO-B theory deals with ____________ in teams. (a) membership compatibilities (b) social loafing (c) dominating members (d) conformity
A. membership compatibilities
2. The three levels of cultural analysis highlighted in the text concern____________. (a) observable culture, shared values, and common assumptions (b) stories, rites, and rituals (c) symbols, myths, and stories (d) manifest culture, latent culture, and observable artifacts
A. observable culture, shared values, and common assumptions
3. A person facing an ethical dilemma involving differences between personal values and the expectations of the team is experiencing ____________ conflict. (a) person-role (b) intrasender role (c) intersender role (d) interrole
A. person-role
4.Legitimate power is a form of _________ power. (a) position (b) personal (c) connection (d) information
A. position
4. Internal integration concerns ____________. (a) the process of deciding the collective identity and how members will live together (b) the totality of the daily life of members as they see and describe it (c) expressed unproven beliefs that are accepted uncritically and used to justify current actions (d) groups of individuals with a pattern of values that rejects those of the larger society
A. the process of deciding the collective identity and how members will live together
2. The indirect conflict management approach that uses the chain of command for conflict resolution is known as ____________. (a) upward referral (b) avoidance (c) smoothing (d) appeal to common goals
A. upward referral
One of the key ways management influences the organizational culture is via the _____.
ALL OF THE ABOVE leaders assigned to top management, people it hires, reward systems it establishes, people it fires
During a conflict situation Kyle is cooperative but unassertive with his employees. He tries to smooth over their differences but it only produces a false sense of harmony among them. Which type of conflict management style is Kyle using?
Accommodation
false
Accommodation is a conflict management strategy may be used when an issue is trivial. True False
B. establish a sense of urgency
According to the planned change model proposed by John Kotter, which of the following is the first step in implementing a planned change? A.Empowering others to act on the vision B.Establishing a sense of urgency C.Forming a powerful guiding coalition D. Creating a vision E. Planning for and creating short-term wins
establish a sense of urgency
According to the planned change model proposed by John Kotter, which of the following is the first step in implementing a planned change? A.Empowering others to act on the vision B.Establishing a sense of urgency C.Forming a powerful guiding coalition D. Creating a vision E. Planning for and creating short-term wins
Win-Win Conflict
Achieved by a blend of both high cooperativeness and high assertiveness
A "tough battler"
Acts aggressively and seeks authority. frustrated by lack of identity in the new group. - Who am I in this group?
Your boss sits down at one of the weekly staff meetings. She explains that there are tremendous challenges ahead for the company, beginning with developing a new marketing strategy. She says that she knows there have been some personal tragedies within the team during the past few months. But, she goes on to say that she cares deeply about each person and wants to publicly offer her support so that an effective decision can be made. According to Leadership That Gets Results by Daniel Goleman, your boss is exhibiting what style of leadership? -Authoritative -Affiliative -Referent -Coaching -Democratic
Affiliative
Team performance can suffer when: -goals are unclear. -goals are too focused on individual-level accomplishments. -resources are inefficient to accomplish the task. -when goals are insufficiently challenging. -All of the above.
All of the above
Leaders influence the culture of an organization by which of the following actions: -React to problems or crises -Hire and fire individuals -Allocate rewards -What they pay attention to (customer satisfaction, profits, etc.) -All of the answer choices are correct
All of the answer choices are correct
Which of the following characteristics of a change leader is/are related to successful implementation of change?
All of the answer choices are correct
What choice would you make if you were designing a mechanistic organization that functions like a well-oiled machine?
All of the answer choices are correct: Formal coordination and narrow span of control High on formalization, centralization and departmentalization Formal coordination and narrow span of control
Team performance can suffer when:
All of the answer choices are correct: Goals are too focused on individual-level accomplishments When goals are insufficiently challenging Resources are inefficient to accomplish the task Goals are unclear
Leaders influence the culture of an organization by which of the following actions:
All of the answer choices are correct: React to problems or crises Communicate and behave Allocate rewards What they pay attention to (customer satisfaction, profits, etc.) Hire and fire employees
true
Avoidance involves pretending a conflict does not really exist. true or false?
In the event that managers patiently listen to employees' complaints and the employees feel that they have recieved attention, the manager holds which type of power? a) Referent power b) Reward power c) Coercive power d) Legitimate power
B
Which of the following is an example of referent power? a) A doctor prescribing a medicine b) An actress endorsing the use of a particular perfume c) A student making a presentation d) A judge delivering a verdict
B
Which of the following statements is true about reward power? a) It is based on the organization's ability to control resources and reward others b) The recipient holds the key to the source of power c) The manager must value the rewards d) Managers must really have the rewards to dispense
B
Self-managing teams ____________. (a) reduce the number of different job tasks members need to master (b) largely eliminate the need for a traditional supervisor (c) rely heavily on outside training to maintain job skills (d) add another management layer to overhead costs
B. Largely reduce the need for a traditional supervisor
4. ___________ occurs through processes of claiming and granting. (a) Followership (b) Leadership identity construction (c) Implicit theory (d) Status
B. Leadership identity construction
Conflict that ends up being "functional" for the people and organization involved would most likely be __________. A. Of high intensity B. Of moderate intensity C. Of low intensity D. Nonexistent
B. Of moderate intensity
9. According to Burns's theory, __________ are not leaders. (a) bureaucrats (b) power wielders (c) managers (d) socialized charismatics
B. Power Wielders
The Ringlemann effect describes ____________. (a) the tendency of groups to make risky decisions (b) social loafing (c) social facilitation (d) the satisfaction of members' social needs
B. Social Loafing
14. Networking builds _________ in organizations. (a) human capital (b) social capital (c) informal systems (d) political savvy
B. Social capital
7. If two units or teams in an organization are engaged in almost continual conflict and the higher manager decides it is time to deal with matters through managed inter- dependence, which is a possible choice of conflict management approach? (a) compromise (b) buffering (c) appeal to common goals (d) upward referral
B. buffering
5. Highly cohesive teams tend to be ____________. (a) bad for organizations (b) good for members (c) good for social loafing (d) bad for norm conformity
B. good for members
4. The statement "On our team, people always try to do their best" is an example of a(n) ____________ norm. (a) support and helpfulness (b) high-achievement (c) organizational pride (d) personal improvement
B. high-achievement
3. Conflict that ends up being "functional" for the people and organization involved would most likely be ____________. (a) of high intensity (b) of moderate intensity (c) of low intensity (d) nonexistent
B. of moderate intensity
10. The obligation created when someone does you a favor is ____________. (a) feedback orientation (b) the norm of reciprocity (c) implicit followership theories (d) distributed leadership
B. the norm of reciprocity
Example of Avoidance-Avoidance Conflict
Being asked either to accept a job transfer to another town in an undesirable location or to have one's employment with an organization terminated
According to the overall contingency model for power, the targets' influenceability for this process of power will be fuelled by the want to establishe and maintain a relationship with the agent. Identify the process. a) internalization b) compliance c) Identification d) Externalization
C
A lose-lose conflict is likely when the conflict management approach is one of ___________. A. Collaborator B. Altering scripts C. Accommodation D. Problem solving
C. Accommodation
6. What form of power stems from the expectation that a person will be punished if he or she fails to conform to influence attempts? (a) reward power (b) legitimate power (c) coercive power (d) referent power
C. Coercive power
Which of the following statements about shared meanings in organizations is NOT correct? A. What you see as an outside observer may or may not be what organizational members see. B. Through interaction with one another, and as reinforced by the rest of the organization, workers may infuse a larger shared meaning - or sense of broader purpose - into their tasks. C. Organizational members refrain from linking their actions to values and unstated assumptions. D. Organizational culture is a "shared" set of meanings and perceptions. E. In most firms employees create and learn a deeper aspect of their culture.
C. Organizational members refrain from linking their actions to values and unstated assumptions.
When a person holds a prestigious position as a vice president in a top management team, but is considered just another member of an employee involvement team that a lower-level supervisor heads, the person might experience ____________. (a) role underload (b) role overload (c) status incongruence (d) the diversity-consensus dilemma
C. Status incongruence
Both ____________ goals should be considered in any organization. A. Performance and evaluation B. Task and substance C. Substance and relationship D. Task and performance
C. Substance and relationship
A ________ conflict occurs in the form of a fundamental disagreement over ends or goals and the means for accomplishment. A. Relationship B. Emotional C. Substantive D. Procedural
C. Substantive
7. A team member who does a good job at summarizing discussion, offering new ideas, and clarifying points made by others is providing leadership by contributing ____________ activities to the group process. (a) required (b) disruptive (c) task (d) maintenance
C. Task
The basic steps in the innovation process include all of the following EXCEPT: A. Idea creation. B. Initial experimentation. C. Test and retest. D. Feasibility determination. E. Final application.
C. Test and retest
3. _________ says that if you do not use power appropriately others will rise up to take it away. (a) Empowerment (b) Instrumental theory (c) The Iron Law of Responsibility (d) Coercive power
C. The Iron Law of Responsibility
Members of a multinational task force in a large international business should probably be aware that ____________ might initially slow the progress of the team. (a) synergy (b) groupthink (c) the diversity-consensus dilemma (d) intergroup dynamics
C. The diversity-consensus dilemma
15. Conformity is an example of____________. (a) power distance orientation (b) prototypical followership (c) anti-prototypical followership (d) constructive orientation
C. anti-prototypical
6. An ____________ conflict occurs when a person must choose between two equally attractive alternative courses of action. (a) approach-avoidance (b) avoidance-avoidance (c) approach-approach (d) avoidance-approach
C. approach-approach
14. When the leadership role at the top is divided among multiple people, it is called ____________. (a) collective leadership (b) distributed leadership (c) co-leadership (d) shared leadership
C. co-leadership
15. When a team decision requires a high degree of commitment for its implementation, a(n) ____________ decision is generally preferred. (a) authority (b) majority rule (c) consensus (d) minority rule
C. consensus
2. We could almost say that it is in ____________ that leadership is created. (a) positions (b) authority (c) following (d) hierarchy
C. following
13. Ethical leadership theory is a __________ theory of leadership. (a) transformational (b) transactional (c) normative (d) complexity
C. normative
2. The two meta-categories of leader behaviors found in the behavioral approaches are __________. (a) transformational and transactional leader behaviors (b) achievement-oriented and participative leadership (c) relations-oriented and task-oriented behaviors (d) directive and authoritarian behavioral styles
C. relations-oriented and task-oriented behaviors
10. Both ____________ goals should be considered in any negotiation. (a) performance and evaluation (b) task and substance (c) substance and relationship (d) task and performance
C. substance and relationship
1. A/an ____________ conflict occurs in the form of a fundamental disagreement over ends or goals and the means for accomplishment. (a) relationship (b) emotional (c) substantive (d) procedural
C. substantive
1. Culture concerns all of the following except____________. (a) the collective concepts shared by members of a firm (b) acquired capabilities (c) the personality of the leader (d) the beliefs of members
C. the personality of the leader
Appeal to Common Goals
Can focus the attention of conflicting individuals and teams on one mutually desirable conclusion
A manager from a different department smugly walks into your office and says that if you don't work the night shift for the next two months, he will ensure that you will not receive a promotion. This manager is using what source of power?
Coercive
A manager from a different department smugly walks into your office and says that if you don't work the night shift for the next two months, he will ensure that you will not receive a promotion. This manager is using what source of power?
Coercive
Len emphasizes cooperation and assertiveness in dealing with conflict situations in his department. Differences are worked through together so that everybody's concerns are addressed and everyone gains something in the end. Len uses which conflict management style?
Collaboration
Len emphasizes cooperation and assertiveness in dealing with conflict situations in his department. Differences are worked through together so that everybody's concerns are addressed and everyone gains something in the end. Len uses which conflict management style? -Competition -Avoidance -Collaboration -Accommodation -Compromise
Collaboration
When dealing with conflict situations in her department, Morgan emphasizes cooperation and assertiveness. Differences are worked through together so that everybody's concerns are addressed and everyone gains something in the end. Which conflict management style does Morgan use?
Collaboration
Which approach to conflict management can be best described as both highly cooperative and highly assertive? -competition -accommodation -compromise -collaboration
Collaboration
substantive conflict and emotional conflict
Conflict as it is experienced in the daily workplace involves at least two basic forms, ________
According to Bowen and Lawler, which of the following statement is true regarding levels of empowement? a) Traditional production-line firms do not employer their employees. b) Fairly substantial involvement is found in organizations that employ suggestions programs and quality circles. c) Moderate involvement is found in organizations where jobs are designed so that employees can employ a variety of skills and have a great deal of autonomy. d) High involvement is found in those organizations where personnel share information and work together to slve problems and complete tasks
D
In an organizational context, and pertaining to the text, this can bring about contrasting values creating role conflict within managers a)Expertise b) Technology c) Rewards d) Empowerment
D
Mark is a manager in the accounting department of a small firm. On account of the rising absenteeism, Mark has threatened employees with loss of pay in the event that they take unscheduled leaves. This is an example of which of the following base of power? a) Referent power b) reward power c) Expert power d) Coercive power
D
When a manager asks people in conflict to remember the mission and purpose of the organization and to try to reconcile their differences in that context, she is using a conflict management approach known as ______________. A. Reduced interdependence B. Buffering C. Resource expansion D. Appeal to common goals
D. Appeal to common goals
When a new team member is anxious about questions such as "Will I be able to influence what takes place?" the underlying issue is one of ____________. (a) relationships (b) goals (c) processes (d) control
D. Control
When a team of people is able to achieve more than what its members could by working individually, this is called ____________. (a) distributed leadership (b) consensus (c) team viability (d) synergy
D. Synergy
Which statement about self-managing teams is most accurate? (a) They always improve performance but not satisfaction. (b) They should have limited decision-making authority. (c) They operate with elected team leaders. (d) They should let members plan and control their own work
D. They should let members plan and control their own work
1. __________ study the personal qualities and characteristics of leaders to identify their association with leader emergence and effectiveness. (a) Implicit leadership approaches (b) Managerial approaches (c) Behavior approaches (d) Trait approaches
D. Trait approaches
7. Power distance is an example of________. (a) an implicit followership theory (b) upward leadership (c) the leadership process (d) a follower role orientation
D. a follower role orientation
6. ____________ is a sense of broader purpose that workers infuse into their tasks as a result of interaction with one another. (a) A rite (b) A cultural symbol (c) A foundation myth (d) A shared meaning
D. a shared meaning
5. When a manager asks people in conflict to remember the mission and purpose of the organization and to try to reconcile their differences in that context, she is using a conflict management approach known as ____________. (a) reduced interdependence (b) buffering (c) resource expansion (d) appeal to common goals
D. appeal to common goals
9. When someone returns a favor to relieve an obligation very quickly it is an example of ____________. (a) economic exchange (b) interest (c) equivalence (d) immediacy
D. immediacy
11. Organizational politics occur in the _________ of an organization. (a) hierarchical structures (b) boundaries (c) formal systems (d) informal systems
D. informal system
7. Research has shown that charisma is __________ for most chief executives. (a) a neutralizer (b) a substitute (c) beneficial (d) not beneficial
D. not beneficial
15. _________ help individuals have influence in organizations and provide protection against powerful others. (a) Social skills (b) Political climates (c) Formal systems (d) Power bases
D. power bases
12. A co-acting group is most likely to use a(n) ____________ communication network. (a) interacting (b) decentralized (c) centralized (d)restricted
D. restricted
5. When Japanese workers start each day with the company song, this is an example of a(n) ____________. (a) symbol (b) myth (c) underlying assumption (d) ritual
D. ritual
An effective team is defined as one that achieves high levels of task performance, member satisfaction, and ____________. (a) coordination (b) harmony (c) creativity (d) team viability
D. team viability
Alternative ways that teams make decisions include...(6)
Decision by... 1. lack of response: one idea after another is sug- gested without any discussion taking place. When the team finally accepts an idea, all others have been bypassed and discarded by simple lack of response rather than by criti- cal evaluation. 2. authority rule: the chairperson, manager, or leader makes a decision for the team. 3. minority rule: two or three people are able to dominate, or railroad, the group into making a decision with which they agree. This is often done by providing a suggestion and then forcing quick agreement. 4. majority rule: this usually takes place as a formal vote to find the majority viewpoint. When team members get into disagreements that seem irreconcilable, for example, voting is seen to be an easy way out of the situation. 5. consensus: is a group decision that has the expressed support of most members. 6. unanimity: Here, all team members wholeheartedly agree on the course of action to be taken. This "logically perfect" decision situation is extremely difficult to attain in actual practice.
Which of the following are processes that lead to effectiveness?
Effort, knowledge, and strategy
Which of the following are processes that lead to team effectiveness?
Effort, knowledge, and strategy
Only true conflict resolution...
Establishes conditions that eliminate an existing conflict and reduce the potential for it to recur in the future
According to the planned change model proposed by John Kotter, which of the following is the first step in implementing a planned change?
Establishing a sense of urgency
According to the planned change model proposed by John Kotter, which of the following is the first step in implementing a planned change? -Creating a vision -Forming a powerful guiding coalition -Planning for and creating short-term wins -Empowering others to act on the vision -Establishing a sense of urgency
Establishing a sense of urgency
One of the keys ways management influences the organizational culture is via the
Establishing reward systems, people it fires, people it hires, leaders assigned to top management.
true
Ethics mindfulness is an enriched awareness that causes a manager to behave with an ethical consciousness from one decision or behavioral event to another. true or false?
disruptive behaviors
Examples of____________that can harm team performance include when someone is being aggressive, makes inappropriate jokes, or talks about irrelevant matters in a group meeting. (a) disruptive behaviors (b) maintenance activities (c) task activities (d) role dynamics
Some of the trade-offs in having control over an organization through centralization is
Exceptions slow down the responsiveness of your organizaiton
Some of the tradeoffs in having control over an organization through centralization is: a. Assumes you are able to know every contingency that could arise b. Exceptions slow down the responsiveness of your organization c. Not able to adapt to changes d. Both A and B
Exceptions slow down the responsiveness of your organization
Ralph makes it a point to always offer help in technical areas in which he is skilled and knowledgeable. His subordinates trust his judgment, and follow his direction. What type of power is Ralph exerting?
Expert Power
Ralph makes it a point to always offer help in technical areas in which he is skilled and knowledgeable. His subordinates trust his judgement and form one of the most productive units in the company. What type of power is Ralph exerting?
Expert Power
Ralph makes it a point to always offer help in technical areas in which he is skilled and knowledgeable. His subordinates trust his judgement, and form one of the most productive units in the company. What type of power is Ralph exerting.
Expert power
Ralph makes it a point to always offer help in technical areas in which he is skilled and knowledgeable. His subordinates trust his judgment, and follow his direction. What type of power is Ralph exerting?
Expert power
Ralph makes it a point to always offer help in technical areas in which he is skilled and knowledgeable. His subordinates trust his judgment, and form one of the most productive units in the company. What type of power is Ralph exerting? -Expert power -Legitimate power -Referent power -Coercive power -Reward power
Expert power
Manifest Conflict
Expressed openly in behavior
Your leader makes it well known that she doesn't have time for employees' personal problems. She doesn't really care who does the workÉso long as it is of good quality. Further, she sets high standards, lets you know if you are not maintaining a high level of performance, and doesn't care whose feelings are hurt as a result. She can be described as leader ______ in consideration and ______ in initiating structure.
Low; high
Your leader makes it well known that she doesn't have time for employees' personal problems. She doesn't really care who does the workÉso long as it is of good quality. Further, she sets high standards, lets you know if you are not maintaining a high level of performance, and doesn't care whose feelings are hurt as a result. She can be described as leader ______ in consideration and ______ in initiating structure
Low;High
Examples of Indirect Conflict Management...
Managed interdependence, Appeals to common goals, Upward referral, Altering scripts and myths
A __________ links key goal-related issues with key collaboration issues and comes up with a series of general ways by which the firm will manage its affairs.
Management philosophy
false
Managers cannot modify the visible aspects of culture, such as the language, stories, rites, rituals, and sagas. True False
Common examples of interorganizational conflict...
Market competition, disagreements between unions and the organizations employing their members, between government regulatory agencies and the organizations subject to their surveillance, between organizations and their suppliers, and between organizations and outside activist groups
Which of the following is not a key team input?
Member satisfaction
performing
Members of a team tend to become more motivated and better able to deal with conflict during the ____________ stage of team development (a) forming (b) norming (c) performing (d) adjourning
The team decision technique of __________ asks everyone to respond individually and in writing to a basic question such as: 'What should be done to improve the effectiveness of this work team?'
Nominal Group Technique
With regards to decision-making, what should the best teams do?
Not limit themselves to just one decision-making method, using it over and over again regardless of circumstances.
With regards to decision-making, what should the best teams do?
Not limit themselves to just one decision-making method, using it over and over again regardless of circumstances
With regards to decision-making, what should the best teams do?
Not limit themselves to just one decision-making method, using it over and over again regardless of circumstances.
With regards to decision-making, what should the best teams do? -Take decisions spontaneously, without much discussion. -Let the smartest person in the group make most of the decisions. -Not encourage exchange of ideas. -Not limit themselves to just one decision-making method, using it over and over again regardless of circumstances. -Stay together as a group all of the time because they work well together.
Not limit themselves to just one decision-making method, using it over and over again regardless of circumstances.
strong cultures
Organizations with __________ possess a broadly and deeply shared value system that can provide a strong corporate identity, enhance collective commitment, provide a stable social system, and reduce the need for formal and bureaucratic controls. A. strong cultures B. strong top managers C. strong designs D. strong artifacts E. strong structures
With the meteoric rise of Apple after Steve Jobs' return to CEO, many people predicted significant troubles for Apple without its iconic leader. Furthering this notion, Apple experienced some struggles with a lack of new product offerings and a faulty map application. Many of these performance troubles were attributed to Jobs' successor, Tim Cook. This attribution of both success and failure to the leader of the organization is an example of what?
Romance of leadership
With the meteoric rise of Apple after Steve Jobs' return to CEO, many people predicted significant troubles for Apple without its iconic leader. Furthering this notion, Apple experienced some struggles with a lack of new product offerings and a faulty map application. Many of these performance troubles were attributed to Jobs' successor, Tim Cook. This attribution of both success and failure to the leader of the organization is an example of what?
Romance of leadership
_________ are important because they are used to tell new members the real mission, how the organization operates, and how individuals can fit into the company.
Sagas
A student from your university recently called you to ask for a donation. During the pitch, he said that a large percentage of undergraduate alumni have donated, and an even larger percentage of BHP alumni from your graduation year have donated. According to the six principles of persuasion, which two of the following is the caller using?
Social proof and liking
A student from your university recently called you to ask for a donation. During the pitch, he said that a large percentage of undergraduate alumni have donated, and an even larger percentage of BHP alumni from your graduation year have donated. According to the six principles of persuasion, which two of the following is the caller using?
Social proof and liking
Exceptions slow down the responsiveness of your organization
Some of the tradeoffs in having control over an organization through centralization is: A. Over reliance on chain of command B. All the answer choices are correct C. Assumes you are able to know every contingency that could arise D. Exceptions slow down the responsiveness of your organization
membership combatibilities
The FIRO-B theory deals with____________in teams. (a) membership compatibilities (b) social loafing (c) dominating members (d) conformity
group consensus
The following are reasons why the common knowledge effect occurs EXCEPT:
A. management by example
The four dimensions of transactional leadership include all of the following EXCEPT: A. management by example. B. passive management by exception. C. contingent rewards. D. laissez-faire. E. active management by exception.
management by example
The four dimensions of transactional leadership include all of the following EXCEPT: A. management by example. B. passive management by exception. C. contingent rewards. D. laissez-faire. E. active management by exception.
C. observable culture, shared values, and common assumptions.
Three important levels of cultural analysis in organizations are: A. explicit culture, implicit culture, and common assumptions. B. unobservable culture, role models, and shared mission. C. observable culture, shared values, and common assumptions. D. implicit culture, shared values, and common experiences. E. shared objectives, shared values, and shared mission.
high-achievement
The statement "On our team, people always try to do their best" is an example of a(n) ____________ norm (a) support and helpfulness (b) high-achievement (c) organizational pride (d) personal improvement
nominal group technique
The team decision technique of __________ asks everyone to respond individually and in writing to a basic question such as: 'What should be done to improve the effectiveness of this work team?' A. statutory technique B. freewheeling technique C. brainstorming technique D. nominal group technique E. Delphi technique
groupthink
The tendency of teams to lose their critical evaluative capabilities during decision making is a phenomenon called ________ (a) groupthink (b) the slippage effect (c) decision congruence (d) group consensus
A number of studies suggest that the key difficulty with product development is the integration across all of the units needed to move from the idea stage to final implementation. -True -False
True
According to the contingency model for power, the target will comply in order to gain a favorable reaction or avoid a punishing one from the agent.
True
An effective group is one that achieves high levels of task performance, member satisfaction, and team viability.
True
A. all of the answer choices are correct
What choice would you make if you were designing a mechanistic organization that functions like a well-oiled machine? A. All of the answers are correct B. Specify rules for decision making C. Support strong middle managers with centralized staff D. High on formalization, standardization, centralization and departmentalization E. Formal coordination and narrow span of control
What are the questions you can ask to determine if a change has been successful?
What were the effects of the change agent? Did the change happen? What were the effects on the organization?
What are the questions you can ask to determine if a change has been successful on a long-term level? Select one or more: -What were the effects on the change agent? -What were the effects on the organization? -Did the change happen?
What were the effects on the change agent? What were the effects on the organization? Did the change happen?
What are the questions you can ask to determine if a change has been successful? Select one or more:
What were the effects on the change agent? Did the change happen?What were the effects on the organization?
A.tasks are complex, when subordinates are inexperienced or poorly trained, or when tasks call for team effort.
Which of the following set of conditions would require the narrowest span of control? A. tasks are complex, when subordinates are inexperienced or poorly trained, or when tasks call for team effort. B. tasks are straightforward, when subordinates are experienced, or when tasks call primarily for individual effort. C. tasks are complex, when subordinates are inexperienced or poorly trained, or when tasks call primarily for individual effort. D. tasks are straightforward, when subordinates are inexperienced or poorly trained, or when tasks call for team effort. E. tasks are complex, when subordinates are experienced, and when tasks call for team effort.
Three attitudinal foundations of integrative agreements...
Willingness to trust, Willingness to share, Willingness to ask concrete questions
Not limit themselves to just one decision-making method, using it over and over again regardless of circumstances.
With regards to decision-making, what should the best teams do? a. Not limit themselves to just one decision-making method, using it over and over again regardless of circumstances. b. Take decisions spontaneously, without much discussion. c. Not encourage exchange of ideas. d. Let the smartest person in the group make most of the decisions. e. Stay together as a group all of the time because they work well together.
D. Mobilize (Unfreeze)
Within which of the following major stages of a planned change implementation in Kurt Lewin's model would you place the 'creating a vision' step in Kotter's planned change model? A. Change (Move) B. All of the answer choices are correct C. Sustain (Freeze or Re-freeze) D. Mobilize (Unfreeze)
Mobilize (Unfreeze)
Within which of the following major stages of a planned change implementation in Kurt Lewin's model would you place the 'creating a vision' step in Kotter's planned change model? A. Change (Move) B. All of the answer choices are correct C. Sustain (Freeze or Re-freeze) D. Mobilize (Unfreeze)
On the vertical dimension, the team leader at one level is...
a team member at the next higher level.
127. __________ is the ability of a team to perform well across a range of tasks. a) Collective intelligence b) Emotional intelligence c) Reliability intelligence d) Generalized ability intelligence e) None of the above.
a) Collective intelligence
97. Which stage of team development has a primary concern with the initial entry of members to the team? a) Forming b) Storming c) Norming d) Performing e) Adjourning
a) Forming
107. The final stage in the team development process is known as the __________ stage. a) adjourning b) performing c) dismissal d) maturation e) disbanding
a) adjourning
Groupthink can be avoided by doing all of the following EXCEPT:
a. assigning the role of critical evaluator to each group member. b. creating subgroups that each work on the same problem. c. inviting outside experts to observe and react to group processes. d. having the leader express his/her preference for a particular course of action. e. writing alternative scenarios for the intentions of competing groups. D
When issues are more important to others than to yourself or when you want to build "credits" for use in later disagreements ______ may be used.
accommodation
One of the key ways management influences the organizational culture is via the __________.
all answer choices are correct
One of the key ways management influences the organizational cultures is via the
all answer choices are correct
What choice would you make if you were designing a mechanistic organization that functions like a well-oiled machine?
all answer choices are correct
Team performance can suffer when:
all of the answer choices are correct
One of the key ways management influences the organizational culture is via the _____.
all of these choices are correct
According to the overall contingency model for power, this is the process that most supervisors in the wok organizational must rely on. a) internalization b) Compliance c) Externalization d)Identification
b
All of the following are characteristics of Kaizen and just do it principles adopted at Cummins Engine, Except a) discarding conventional, fixed ideas about doing work b) thinking about why it cannot be done rather than how to do it c) questioning current practices d) Correcting mistakes immediately
b
An example of this type of power tactic would be the head of finance in a business firm generating conflict between the marketing and production in the hopes of getting a bigger share of the limited budget from the president of the company a) Embrace or demolish b) Divide and rule c) Make a quick showing d) Maintaining alliances with powerful people
b
In operant learning terms, coercive power: a) means that that the person has the power to provide positive valences and that the other person perceives this ability b) means that the person has the power to administer punishment or negatively reinforce c) means that the manager has the power to administer positive reinforces d) means that power comes from the expectation on the part of the other person that they will be punished for not conforming to the powerful person's desires
b
People with high needs of affiliation are more likely to get influences by the agent wielding power. This can be attributed to the xxxx characteristic unique to the influenceability of a target. a) intelligence b) dependency c) personality d) uncertainty
c
Stan is a team player. Keeping the group's goals in mind, he helps his team mates with their work on a regular basis and encourages them to do better. This is an example of: a)referent power b) legitimate power c) social power d) personal power
c
To help overcome the negative impact that organizational politics can have on the ethics of an organization firms must role model: a) coalition tactics b) the pursuit of self-interests c) ethical and nonpolitical behaviors d) the exercise of power
c
Which of the following is a political strategy for attaining power in an organization? a) using research data to support other people's points of view b) Marking activities substitutable c) Promoting limited communication d) Downplaying competition among ambitious subordinates
c
Len emphasizes cooperation and assertiveness in dealing with conflict situations in his department. Differences are worked through together so that everybody's concerns are addressed and everyone gains something in the end. Len uses which conflict management style?
collaboration
Which approach to conflict management can be best described as both highly cooperative and highly assertive?
collaboration
Which conflict management style involves being uncooperative and assertive? This style is characterized by working against the wishes of the other party, engaging in win-lose competition, and/or forcing things to a favorable conclusion through the exercise of authority
competition
Decentralization increases when the discretion to spend money, to hire people, and to make similar decisions is moved farther up the hierarchy of authority.
false
In a business setting, a firm's system of shared actions, values, and beliefs that develops within the company and guides the behavior of its members is called its _________
corporate culture
In a business setting, a firm's system of shared actions, values, and beliefs that develops within the company and guides the behavior of its members is called its __________.
corporate culture
In a business setting, a firm's system of shared actions, values, and beliefs that develops within the company and guides the behavior of its members is called its __________. -institutional -corporate culture -indigenous culture -bureaucratic culture -domestic culture
corporate culture
In a business setting, a firm's system of shared actions, values, and beliefs that develops within the company and guides the behavior of its members is called the _____.
corporate culture
__________ involves the process of revealing and reacting to disclosures. a. Relational violations b. Leadership identity construction c. Shared leadership d. Relational testing
d. relational testing
A type of leadership that is often missed in discussions of leadership is _________ leadership. a. face-to-face b. downward c. hierarchical d. upward
d. upward
What choice would you make if you were designing a mechanistic organization that functions like a well-oiled machine? a. High on formalization, standardization, centralization and departmentalization b. Informal coordination and wide span of control c. Formal coordination and narrow span of control d. Both A and B e. Both A and C
e. Both A and C
Ralph makes it a point to always offer help in technical areas in which he is most skilled and knowledgeable. His subordinates trust his judgement, and form one of the most productive units in the company. What type of power is ralph exerting?
expert power
Ralph makes it a point to always offer help in technical areas in which he is skilled and knowledgeable. His subordinates trust his judgment, and form one of the most productive units in the company. What type of power is Ralph exerting?
expert power
A counterculture is a group of individuals with a unique pattern of values and philosophy that is consistent with the organization's dominant values and philosophy.
false
A counterculture is a group of individuals with a unique pattern of values and philosophy that is consistent with the organization's dominant values and philosophy.
false
A product divisional form of departmentalization is the best for structure for a company that produces only one product but sells it in numerous geographical locations.
false
A product divisional form of departmentalization is the best organizational structure for a company that produces only one product but sells it in numerous geographical locations.
false
A subculture has a pattern of values and philosophy that outwardly rejects the surrounding culture of the larger organization or social system.
false
According to John Kotter, in order to establish a sense of urgency for change, it is sufficient to have 25% of a company's management be honestly convinced that business as usual it totally unacceptable.
false
Decentralization increases when the discretion to spend money, to hire people, and to make similar decisions is moved farther up the hierarchy of authority.
false
The five stages of team development are
forming, storming, norming, performing, and adjourning.
Complexity referes to the varied of things you need to pay attention to in the environment. The context of the market, environmental considerations and social changes deal with the:
general environment
Complexity refers to the variety of things you need to pay attention to in the environment. The context of the market, environmental considerations, and social changes deal with the:
general environment
Complexity refers to the variety of things you need to pay attention to in the environment. The context of the market, environmental considerations, and social changes deal with:
general environment
The major advantages of which of the following types of departmentalization are its flexibility in attending to the specific needs of different regions of the world?
geographic divisional
The major advantages of which of the following types of departmentalization are its flexibility in attending to the specific needs of different regions of the world? -functional -product divisional -geographic divisional
geographic divisional
the major advantages of which of the following types of departmentalization are the flexibility in attending to the specific needs of different regions of the world?
geographic divisional
Team building
is a collaborative way to gather and analyze data to improve teamwork.
Brainstorming
involves generating ideas through freewheeling and without criticism.
The nominal group technique
involves structured rules for generating and prioritizing ideas.
Proxemics
involves the use of space as people interact. (think proxemity)
Team
is a group of people holding themselves collectively accountable for using complementary skills to achieve a common purpose.
Role negotiation
is a process for discussing and agreeing on what team members expect of one another.
A role
is a set of expectations for a team member or person in a job.
A problem-solving team
is set up to deal with a specific problem or opportunity.
Collective intelligence
is the ability of a team to perform well across a range of tasks
Collective intelligence:
is the ability of a team to perform well across a range of tasks. - higher with teams whose processes aren't dominated by one or a few members. - higher on teams that have more females.
Synergy
is the creation of a whole greater than the sum of its parts. effective teams offer the benefits from it. - Creates the great beauty of teams: people working together and accomplishing more through teamwork than they ever could by working alone.
Diversity-consensus dilemma
is the tendency for diversity to make it harder for team members to work together, especially in the early stages of their team lives, even though the diversity itself expands the skills and perspectives available for problem solving. - happen in storming and norming stages of team development.
Your leader makes it well known that she doesn't have time for employees personal problems. She doesn't really care who does the work so long as it's of good quality. Further, she sets high standards, lets you know when you are not maintaining a high level of performance, and doesn't care whose feelings are hurt as a result. She can be described as leader ___ in consideration and ____ in initiating structure
low; high
With regards to decision-making, what should the best teams do?
not limit themselves to just one decision making method, using it over and over again regardless of circumstances
At IBM, the _____________ culture would include the unique stories, ceremonies, and corporate rituals that make up the history of the firm. -observable -shared -common -latent -implicit
observable
At IBM, the _____________ culture would includes the unique stories, ceremonies, and corporate rituals that make up the history of the firm
observable
Three important levels of cultural analysis in organizations are
observable culture, shared values, and common assumptions.
Three important levels of cultural analysis in organizations are: -explicit culture, implicit culture, and common assumptions. -implicit culture, shared values, and common experiences. -observable culture, shared values, and common assumptions. -shared objectives, shared values, and shared mission. -unobservable culture, role models, and shared mission.
observable culture, shared values, and common assumptions.
Person-role conflict
occurs when a person's values and needs come into conflict with role expectations.
Role underload
occurs when too little work is expected of the individual. - both over and under can cause stress, dissatisfaction, and performance problems
To help avoid the dangers of charisma, leaders should reduce __________
power distance
With the meteoric rise of Apple after Steve Jobs; return to CEO, many people predicted significant troubles for Apple without its iconic leaders. Furthering this notion, Apple experience some struggles with a lack of new product offerings and a faulty map application. Many of these performance troubles were attributed to Jobs' successor, Tim Cook. This attribution of both success and failure to the leader of the organization is an example of what?
romance leadership
With the rise of Apple after Steve Job's return to CEO, many people predicted significant troubles for Apple without its iconic leader. Furthering this notion, Apple experienced some struggles with lack of new product offerings and faulty map application. Many of these performance troubles were attributed to Job's successor, Tim Cook. This attribution of both success and failure to the leader of the organization is an example of what?
romance of leadership
intrasender conflict
same person sends conflicting expectations ex. do the reports now, but help me with the powerpoints immediately (said by same person)
A student from your university recently called you to ask for a donation. During the pitch, he said that large percentage undergraduate alumni have donated, and an even larger percentage BHP alumni from your graduation year have donated. According to the six principles of persuasion, which of the following is the caller using?
social proof and liking
Organizations with __________ possess a broadly and deeply shared value system that can provide a strong corporate identity, enhance collective commitment, provide a stable social system, and reduce the need for formal and bureaucratic controls.
strong cultures
Organizations with __________ possess a broadly and deeply shared value system that can provide a strong corporate identity, enhance collective commitment, provide a stable social system, and reduce the need for formal and bureaucratic controls. -strong structures -strong designs -strong cultures -strong artifacts -strong top managers
strong cultures
Conflict as it is experienced in the daily workplace involves at least two basic forms, __________ and __________. -institutional conflict and rational conflict -substantive conflict and emotional conflict -bureaucratic conflict and personal conflict -rational conflict and irrational conflict -sanctioned conflict and ad-hoc conflict
substantive conflict and emotional conflict
maintenance activities
support the emotional life of the team as an ongoing social system. ex. encouraging participating, praising others
When a team achieves its performance goals regarding quantity, quality, and timeliness of work results, the __________ characteristic of team effectiveness is being demonstrated.
task performance
A number of studies suggest that the key difficulty with product development is the integration across all of the units needed to move from the idea stage to final implementation.
true
The performance advantages of teams over individuals are most evident in all of the following cases EXCEPT: -when a conservative decision is required. -when a division of labor is required. -when a sharing of information is required. -when problems are complex. -when there is no clear 'expert' for a particular task.
when a conservative decision is required