Mgmt 391 test 3
12. According to the six patterns people follow in defining work, Pattern A people define work as an activity: a. in which value comes from performance and for which a person is accountable. b. that is physically and mentally strenuous. c. a person must do that is directed by others and generally performed in a working place. d. constrained to specific time periods that does not bring positive affect through its performance.
a
12. The key to conflict management is: a. to prevent or resolve dysfunctional conflict. b. to discourage functional conflict. c. to enhance creativity in an organization. d. to improve work relationship between two parties.
a
14. According to the Work Value Scales study, the two common basic work dimensions across cultures are: a. work content and job context. b. career aspiration and organizational path. c. job growth and work scope. d. living status and business value.
a
14. Which of the following is a negative consequence of conflict in an organization? a. It breaks down group cohesion. b. It translates into increased productivity. c. It is cognitive in origin. d. It motivates change.
a
17. Scientific management, an approach to work design, emphasizes: a. work simplification. b. job context. c. job enlargement. d. work ethics.
a
20. Leader _____ characteristics that have been examined include originality, adaptability, introversion- extroversion, dominance, self-confidence, integrity, and conviction. a. personality b. ability c. insight d. speech fluency
a
20. To use reward power effectively, a manager should: a. make the connection clear between the behavior being rewarded and the reward. b. not be explicit about the behavior being rewarded. c. inform subordinates of rules and penalties. d. not select subordinates similar to himself/herself .
a
22. Which of the following is a variation of job enlargement? a. Job rotation b. Departmentalization c. Work simplification d. Scientific management
a
24. Which of the following is a cause of conflict related to an organization's structure? a. Authority relations b. Skills and abilities c. Values and ethics d. Perceptions
a
24. Which of the following is true of people who use referent power? a. They are most often individualistic and respected by a target. b. They internalize what they observe. c. They learn from managers they perceive to be experts. d. They influence their top management teams in ways that are profitable for their firm.
a
24. _____ is defined as designing or redesigning a job by incorporating motivational factors into it. a. Job enrichment b. Work simplification c. Job rotation d. Cross-training
a
24. An employee-oriented leadership style leads to a work environment: a. that focuses on relationships. b. that focuses on getting things done. c. that uses strong, directive actions to control the rules. d. that is characterized by low task behavior and low relationship behavior.
a
25. For expert power to work, _____. a. a target must trust that the expertise given is accurate. b. the knowledge involved must be relevant and useful to an agent. c. an agent and a target must agree that the agent has the right to influence the target. d. an agent's perception of a target as an expert is crucial.
a
26. In the context of Fiedler's contingency theory of leadership, _____ are primarily gratified by accomplishing tasks and getting work done. a. task-oriented leaders b. relationship-oriented leaders c. achievement-oriented leaders d. task structure-oriented leaders
a
27. In the context of intergroup conflict, managers should encourage social interactions across groups so that: a. trust can be developed. b. resources can be shared. c. employees can perform better. d. human resource activities can be held.
a
28. The _____ was developed to diagnose jobs by measuring five core job characteristics and three critical psychological states in the Job Characteristics Model. a. Job Diagnostic Survey b. Motivating Potential Survey c. Career Growth Survey d. Organizational Position Survey
a
30. A(n) _____ of behavior is used when a leader needs to express concern for followers' well-being and social status. a. supportive style b. directive style c. participative style d. achievement-oriented style
a
30. Aaron is studying in elementary school. He falls sick, and Martin, Aaron's father is immediately called to take Aaron home. Martin has an important meeting to attend at work and there is no one else available to take Aaron home. This is an example of _____. a. interrole conflict b. intrarole conflict c. person-role conflict d. interpersonal conflict
a
32. The social information-processing model of job design has four basic premises about the work environment. One such premise is that: a. other people provide cues we use to understand the work environment. b. self-evaluation is the only way to judge what is important in our jobs. c. objective job characteristics are unimportant and do not affect organizational workers' motivation. d. other people's feedback, both positive and negative, should be ignored.
a
33. The _____ assumes that leaders adapt their behavior and style to fit the characteristics of the followers and the environment in which they work. a. path-goal theory b. trait theory c. inspirational leadership theory d. leader-member exchange theory
a
33. Which of the following statements is true of defining moments? a. They help people crystallize their values and serve as opportunities for personal growth. b. They reduce the potential for conflict within a role or between roles. c. They create healthy, constructive disagreements between two or more people. d. They can arise from many individual differences, including personalities and perceptions.
a
33. Which of the following statements is true of the social information-processing model of job design? a. It emphasizes the social context of work. b. It is based on the job characteristics theory. c. It is an ergonomics-based model of job design. d. It says that what a person thinks of his or her own job is important.
a
34. According to McClelland, people who approach relationships with an exchange orientation often use _____ to ensure that they get at least their fair share—and often more—in the relationship. a. personal power b. social power c. legitimate power d. expert power
a
34. Actions that are effective in managing intrapersonal conflict include: a. role analysis and identifying values of an organization. b. identification of the power networks in an organization. c. field analysis and personality inventory analysis. d. identification of functional and dysfunctional conflict.
a
34. In comparison with other approaches to job design, which of the following is most likely a negative outcome of the mechanistic approach? a. Lower job satisfaction b. Greater chance of errors c. Greater chance of mental stress d. Higher financial costs due to changes
a
35. In the context of the Vroom-Yetton-Jago normative decision model, the term _____ means that a manager makes the decision alone and either announces it or "sells" it to the group. a. decide b. facilitate c. consult d. delegate
a
38. The _____ to job design emphasizes a person's interaction with physical aspects of the work environment and is concerned with the amount of physical exertion required. a. biological approach b. scientific management approach c. job enlargement approach d. motivational approach
a
39. A defense mechanism in which a person responds with pessimism to any attempt at solving a problem is known as _____. a. negativism b. rationalization c. displacement d. withdrawal
a
39. According to Korda, which of the following is true of managers who are really secure in their power? a. They believe that nothing important can happen without them. b. They have a fairly free calendar. c. They take a favorable view of political behavior. d. They are dissatisfied with their jobs.
a
39. In the context of the Situational Leadership model, which of the following is true of a telling style? a. It involves providing instructions and closely monitoring performance. b. It helps leaders determine the appropriate level of employee participation in decision making. c. It determines the team's effectiveness in work accomplishment. d. It attempts to balance a concern for people and production without a commitment to either.
a
41. Which of the following statements is true of sociotechnical systems (STS)? a. STS emphasizes teamwork and self-managed and autonomous work groups. b. STS is completely different from lean production methods. c. STS discourages social considerations in job design. d. STS is based on Taylor's scientific management approach to job design.
a
41. _____ is a withdrawal mechanism that provides an escape from a conflict through daydreaming. a. Flight b. Fantasy c. Withdrawal d. Displacement
a
42. In _____, individuals use influence tactics to control others' impressions of them. a. impression management b. zone of indifference c. organizational politics d. high degree of centrality
a
43. In the context of influence tactics, _____ is used most often to get support from peers and superiors to change company policy. a. rational persuasion b. consultation c. inspirational appeal d. pressure
a
44. In the context of ineffective techniques for dealing with conflict, _____ is delaying action on a conflict by buying time, usually by telling the individuals involved that the problem is being worked on. a. administrative orbiting b. jurisdictional ambiguity c. due process nonaction d. character assassination
a
44. In the context of influence tactics, _____ is particularly effective for gaining support and resources for a new project. a. consultation b. rational persuasion c. pressure d. principled dissent
a
44. In the context of inspirational leadership, transformational leaders: a. rely on their personal attributes instead of their official position to manage followers. b. use rewards and punishment to strike deals with followers and shape their behavior. c. have great concern for people and little concern for production. d. attempt to balance a concern for people and production without a commitment to either.
a
45. Which of the following is the first step that employees should take in managing their relationship with their boss? a. They should try to understand as much as they can about their boss. b. They should assess their own needs differently from the way they analyze their boss's needs. c. They should not be dependent on their boss. d. They should remember that their boss is not on the same team they are.
a
45. _____ is when employees work at home or in other locations geographically separate from their company's main location. a. Telecommuting b. Job enlargement c. Flextime d. Job sharing
a
47. An organizational goal that is more important to both parties in a conflict than their individual or group goals is a(n) _____. a. superordinate goal b. strategic goal c. intermediate goal d. operational goal
a
47. Which of the following statements is true of telecommuting? a. Telecommuting is neither a cure-all nor a universally feasible alternative. b. Managers who use telecommuting place a greater emphasis on the worker than the work. c. Telecommuting eliminates any chances of feeling a sense of social isolation. d. Teamwork is not possible through telecommuting.
a
48. In the context of changing structure of an organization, a(n) _____ is a liaison between groups with very different interests. a. integrator b. role incumbent c. team sender d. investigator
a
48. In the context of empowerment, _____ is the belief that one's job makes a difference within an organization. a. impact b. competence c. self-determination d. meaning
a
49. A major disadvantage of the _____ work pattern is that longer workdays may be a drawback for employees with many family or social activities on weekday evenings. a. four-day workweek b. task simplification c. job enlargement d. weekday job sharing
a
49. Which of the following is true of self-managed teams? a. They take on decisions and activities that traditionally belong to managers. b. They have the ability to control rewards that a target wants. c. They believe that the institution is important and that its authority system is valid. d. They are comfortable influencing and being influenced.
a
51. In the context of empowerment, _____ consists of the tasks and procedures necessary for doing a particular job. a. job content b. competence c. job context d. meaning
a
51. _____ are potentially disruptive and a threat to the health of the organization. a. Alienated followers b. The yes people c. Sheep d. Survivors
a
52. In the context of confronting and negotiating, sometimes _____ causes negotiators to focus so much on their differences that they ignore their common ground. a. distributive bargaining b. nonaction c. integrative negotiation d. secrecy
a
52. _____ are the most dangerous to a leader because they are the most likely to give a false positive reaction and give no warning of potential pitfalls. a. Yes people b. Survivors c. Alienated followers d. Sheep
a
53. In the context of followership, effective followers: a. are courageous and credible. b. are self-aggrandizing. c. uncritically reinforce leaders' ideas. d. require close supervision.
a
53. Which of the following is a difference between distributive bargaining and integrative negotiation? a. Distributive bargaining is a win-lose approach to negotiations, whereas integrative negotiation is a win-win approach to negotiations. b. Distributive bargaining is collaborative in nature, whereas integrative negotiation is competitive in nature. c. Distributive bargaining works as a conflict management tool, whereas integrative negotiation intensifies a conflict. d. Distributive bargaining requires all the parties to act as allies to one another, whereas integrative negotiation requires that every party views every other party as a competitor.
a
56. One way of classifying styles of conflict management is to examine the styles': a. cooperativeness and assertiveness. b. resources and negotiation approaches. c. degree of competition. d. credibility and integrity.
a
57. In which of the following situations should the avoiding style of conflict management be used? a. When an issue is trivial or more important issues are pressing b. When quick, decisive action is vital c. When the objective is to learn d. When opponents with equal power are committed to mutually exclusive goals
a
A symptom of powerlessness that a first-line manager displays is: a. an overly close supervision of employees. b. a focus on budget expansion. c. the ability to intercede for someone in trouble. d. flexible adherence to the rules.
a
10. Which of the following is true of a job? a. It refers to a sequence of organizational positions over time. b. It is not the same as an organizational position. c. It is not related to work in any way. d. It refers to a specific mental or physical activity that has productive results.
b
11. _____ is the ability to see life from another person's perspective. a. Attribution b. Empathy c. Displacement d. Rationalization
b
15. Contrary to the famous statement made by Harold Geneen, former chairman of ITT: "If I had enough arms and legs and time, I'd do it all myself," all organizations must divide work. This statement reflects the understanding that jobs result from: a. job enlargement. b. differentiation. c. multitasking. d. cross-training.
b
18. If a manager makes a request to his or her employee and the employee thinks that the manager has no right to make that request, then the request falls outside the employee's: a. political behavior. b. zone of indifference. c. referent power. d. job content.
b
18. To diagnose a conflict as functional or dysfunctional, a manager must look at: a. the employees' ability to adapt to change and manage adversity. b. the issue, the context of the conflict, and the parties involved. c. the expenses that will be borne by the company to solve the conflict. d. the views of the top-level decision takers.
b
19. Personal factors of conflict in an organization arise from: a. the nature of organizations. b. differences among individuals. c. dependence on other people to get work done. d. a traditional boss-employee relationship.
b
19. The _____ involves planning and budgeting, organizing and staffing, and controlling and problem solving. a. specialization process b. management process c. leadership process d. functional process
b
20. Jenny is hired as an assistant at a local drug store. On Mondays and Wednesdays, she is in charge of managing the store's stock. On other days of the week, she is asked to handle the cash register and attend to customers. This is an example of _____. a. job enrichment b. job rotation c. work simplification d. scientific management
b
21. Mass production jobs: a. tend to be nonrepetitive. b. require surface mental attention. c. are self-paced. d. require highly skilled workers.
b
21. With regard to leader _____, attention has been devoted to such constructs as social skills, intelligence, scholarship, speech fluency, cooperativeness, and insight. a. personalities b. abilities c. relationships d. attitudes
b
23. Which of the following structural conflicts occurs when individuals do not have knowledge of another department's objectives? a. Interdependence b. Goal differences c. Status inconsistency d. Jurisdictional ambiguity
b
25. In the context of the Leadership Grid, the _____ is a middle-of-the-road leader who has a medium concern for people and production. a. impoverished manager b. organization man manager c. authority-compliance manager d. country club manager
b
26. Competition between groups must be managed carefully so that it does not escalate into a(n): a. intragroup conflict. b. dysfunctional conflict. c. functional conflict. d. interorganizational conflict.
b
27. In the context of Fiedler's contingency theory of leadership, _____ are primarily gratified by developing good, comfortable interpersonal relationships. a. task-oriented leaders b. relationship-oriented leaders c. achievement-oriented leaders d. laissez-faire leaders
b
27. Which of the following is a person-job fit model rather than a universal job design model? a. Job Enrichment Model b. Job Characteristics Model c. Social information-processing model d. Scientific management model
b
31. In the context of using power ethically, managers should _____ for the ethical use of legitimate power. a. make only ethical requests b. be cordial and polite c. maintain credibility d. engage in role modeling
b
31. Uma's department head asks her to socialize less with nonmanagement employees. Uma is also told by her project manager that she can be a better team member by socializing more with other nonmanagement team members. This is an example of _____. a. interrole conflict b. intrarole conflict c. person-role conflict d. interpersonal conflict
b
32. When intrapersonal conflicts challenge individuals to choose between right and right, the decision presents _____. a. bending moments b. defining moments c. functional conflicts d. dysfunctional conflicts
b
34. _____ recognizes the benefits of authoritative, democratic, and consultive styles of leader behavior. a. The situational decision making model b. Vroom-Yetton-Jago normative decision model c. The rational decision making model d. Fiedler's contingency theory of leadership
b
36. In the context of the Vroom-Yetton-Jago normative decision model, the term _____ means that a manager presents the problem to the group members individually, gets their input, and then makes the decision. a. decide individually b. consult individually c. facilitate d. delegate
b
36. Shayla is a dissatisfied customer who feels she has been cheated by Martin, a salesman. She confronts him angrily and demands a refund. This scenario is an example of a(n) _____. a. person-role conflict b. interpersonal conflict c. work-role conflict d. interrole conflict
b
37. The key to the _____ is that a manager should use the decision method most appropriate for a given decision situation. a. situational decision making model b. normative decision model c. rational decision making model d. contingency theory of leadership
b
38. According to Kanter, which of the following is true of executives feeling powerless? a. They exceed budget limitations. b. They use dictatorial, top-down communication. c. They have access to early information. d. They procure above-average raises for employees.
b
39. An analysis of medical claims was conducted at Broil Technologies. The analysis identified neck and lower back problems due to uncomfortable seating arrangements as the most common health ailment experienced by the software developers of the company. In this scenario, the interdisciplinary approach to job design most appropriate to solve these problems is the: a. scientific management approach. b. biological approach. c. job enlargement approach. d. motivational approach.
b
40. When a follower is unable but willing and confident to do a task, the leader can use the _____, in which there is high task behavior and high relationship behavior. a. telling style b. selling style c. delegating style d. participating style
b
41. The basic idea behind leader-member exchange theory is that: a. followership is based on member perceptions of equity. b. leaders form two groups of followers: in-groups and out-groups. c. leadership effectiveness is determined by the degree of fit between the leader and the situation. d. leaders adapt their behavior to fit the characteristics of the work environment.
b
41. The effects of political behavior in organizations can be negative when the political behavior is: a. seen as the only means by which to accomplish something. b. strategically undertaken to maximize self-interest. c. used for impression management. d. aligned with organizational goals.
b
42. In the context of conflict management strategies, the _____ is founded on different assumptions: the potential for win-win outcomes, honest communication, trust, openness to risk and vulnerability, and the notion that the whole may be greater than the sum of the parts. a. competitive strategy b. cooperative strategy c. compensating strategy d. complaisant strategy
b
42. Which of the following is a feature of the German approach to work? a. Emphasis is laid on a worker's personal identity. b. Hierarchy and authority relationships are valued. c. Management-labor cooperation is considered unimportant. d. Unionism among workers is discouraged.
b
43. In the context of ineffective techniques for dealing with conflict, _____ is attempting to hide a conflict or an issue that has the potential to create conflict. a. flight b. secrecy c. nonaction d. fantasy
b
46. Which of the following is an advantage of negative feedback? a. It is the engine of empowerment through which employees become energized about their jobs. b. It can bring about a closer employee-boss relationship if given in a problem-solving format. c. It boosts the morale of employees by drawing attention to their work. d. It has the strongest relationship with performance and satisfaction.
b
46. _____ refers to how much concern the leader displays for each follower's needs and acts as a coach or a mentor. a. Intellectual stimulation b. Individualized consideration c. Individual consultation d. Emotional intelligence
b
47. Which of the following best defines competence? a. It is a fit between work roles and employees' values and beliefs. b. It is the belief that one has the ability to do a job well. c. It is the belief that one's job makes a difference within an organization. d. It is having control over the way one does work.
b
49. Using a _____ made up of members from different departments improves coordination and reduces delays by allowing many activities to be performed at the same time rather than sequentially. a. functional team b. cross-functional team c. resource oriented team d. self-directed team
b
5. For integrative negotiation to be successful, parties should: a. change the structure of an organization. b. have a common goal. c. determine whether a conflict will have a positive outcome. d. achieve superordinate goals.
b
51. Which of the following is true of distributive bargaining? a. It causes negotiators to focus on their similarities. b. It is a competitive, win-lose approach to negotiations. c. It allows members from different departments to work together. d. It is a style low on both assertiveness and cooperativeness.
b
52. Employees may experience technostress when: a. flextime is implemented. b. electronic performance monitoring is used. c. they are not given enough credit for their work. d. they are forced into job sharing.
b
Which of the following is true of Kanter's symbols of power? a. They can only identify weak people in organizations. b. They have an active, other-directed element. c. They are used for budget cutting. d. They are used to create motivation.
b
15. Which of the following statements is true of functional conflict? a. It can often lead to aggressive acts specifically directed at peers. b. It is emotional and behavioral in origin. c. It helps individuals develop a better awareness of themselves. d. It takes the focus away from the work to be done.
c
19. Job enlargement was developed to overcome: a. technostress resulting from job enrichment. b. the ambiguity associated with the Job Characteristics Model. c. the difficulty of coordinating work within an organization. d. employees' lack of motivation due to job rotation.
c
19. Which of the following statements is true of reward power? a. It is effective when managers are not explicit about the behavior being rewarded and do not make the connection clear between the behavior and the reward. b. It is based on interpersonal interaction. c. It can lead to better performance, but only as long as an employee sees a clear and strong link between performance and rewards. d. It has the strongest relationship with performance and satisfaction.
c
20. Which of the following is a structural factor of conflict in an organization? a. Skills and abilities b. Personalities c. Interdependence d. Perception
c
22. Managers using coercive power may: a. maintain credibility. b. exercise power consistently or engage in role modeling. c. verbally abuse employees or withhold support from them. d. be cordial and polite.
c
22. Which of the following statements is true of a democratic leadership style? a. Leaders do not have ultimate authority and responsibility. b. Leaders fail to clearly define goals, responsibilities, and outcomes. c. Followers have a high degree of discretionary influence. d. Followers have little discretionary influence over the nature of the work.
c
23. In the context of interpersonal forms of power, charismatic individuals are often thought to have _____ power. a. reward b. legitimate c. referent d. expert
c
25. As organizations move toward the team approach and empowerment, there should be less potential for conflict from _____. a. cultural differences b. goal differences c. authority relationships d. status inconsistencies
c
25. Job enrichment increases the amount of job responsibility through: a. horizontal loading. b. neutral loading. c. vertical loading. d. aligned loading.
c
26. In the context of interpersonal power, _____ is called the power of future. a. legitimate power b. referent power c. expert power d. social power
c
28. In the context of situational favorableness, _____ refers to the authority associated with the leader's formal position in the organization. a. transactional leadership b. transformational leadership c. position power d. task structure
c
28. Which of the following statements is true of intragroup conflict? a. Conflicts within a team can never be functional. b. Face-to-face interactions hinder the development of trust. c. Virtual teams are not immune to conflict. d. Telephone conversations early on cannot eliminate later conflicts in virtual teams.
c
29. Which of the following statements is true of information power? a. It has the strongest relationship with performance and satisfaction. b. It is the power that exists when an agent has specialized knowledge or skills that a target needs. c. It may flow upward from subordinates to managers as well as downward from managers to subordinates. d. It can lead to better performance, but only as long as an employee sees a clear and strong link between performance and rewards.
c
30. Which of the following is a guideline for the ethical use of legitimate power? a. Managers should act confident and decisive. b. Managers should fit punishment to the infraction. c. Managers should enforce compliance. d. Managers should be oblivious to subordinates' concerns.
c
31. The _____ of job design emphasizes the interpersonal aspects of work design. a. Job Characteristics Inventory b. Job Characteristics Model c. social information-processing model d. scientific management model
c
32. Anne, a manager, increases the salary of Susan, one of her employees, by 30 percent because she likes Susan. But for the others, she increases the salary by only 20 percent. In this scenario, Anne's behavior is unethical as it violates the criteria of: a. individual rights. b. utilitarian outcomes. c. distributive justice. d. principled dissent.
c
32. In _____, the leader always chooses the leader behavior style that helps followers achieve their goals. a. trait theory b. inspirational leadership theory c. path-goal theory d. leader-member exchange theory
c
33. According to McClelland, the two faces of power are: a. coercive power and reward power. b. legitimate power and illegitimate power. c. personal power and social power. d. interpersonal power and intrapersonal power.
c
37. In comparison with other approaches to job design, which of the following is most likely a negative outcome of the motivational approach? a. Lower motivation b. Lower job involvement c. Increased training time d. Higher absenteeism
c
38. _____ is a conflict evident for middle managers in which conflicting expectations are placed on the manager from bosses and employees. a. Negativism b. Functional conflict c. Role conflict d. Displacement
c
40. Which of the following statements is true of the Japanese approach to job design? a. It emphasizes the positive affect, personal identity, and social benefits of work. b. It is very similar to the approach to job design used in North America. c. It encourages collective and cooperative working arrangements. d. It is dependent on a high degree of worker control.
c
43. In the context of leader-member exchange theory, _____ are outside the circle and receive less attention and fewer rewards. a. transactional leaders b. transformational leaders c. out-group members d. in-group members
c
43. Katie has just been promoted to the position of senior engineer at Timolin Industries. Knowing that the company needs to be up to date with the latest engineering methods to maximize profits, she decides to conduct training programs for the junior engineers. In this scenario, it is evident that Katie is implementing a(n) _____ to job design. a. lean production approach b. anthropocentric approach c. technocentric approach d. job rotation approach
c
45. In the context of inspirational leadership, _____ consists of the following four subdimensions: charisma, individualized consideration, inspirational motivation, and intellectual stimulation. a. autocratic leadership b. laissez-faire leadership c. transformational leadership d. transactional leadership
c
45. Which of the following best defines due process nonaction? a. It is the delaying of action on a conflict by buying time, usually by telling the individuals involved that the problem is being worked on or that the boss is still thinking about the issue. b. It is an attempt to label or discredit an opponent. c. It is a procedure set up to address conflicts that is so costly, time-consuming, or personally risky that no one will use it. d. It is an attempt to hide a conflict or an issue that has the potential to create conflict.
c
46. Jack, a sales manager, is confronted by Jessica, a dissatisfied customer. Jessica claims that she has received a defective piece of merchandise and wants to make a complaint. Jack tells her that she needs to fill out a complaint form, which will be reviewed by the frontline staff, and recorded into the complaint-handling system. After that, the senior management would conduct an investigation on her complaint and give her a response within 20 working days. The conflict resolution technique used by Jack in this situation is called _____. a. distributive bargaining b. administrative orbiting c. due process nonaction d. character assassination
c
48. Identify a true statement about job sharing. a. It is common among senior executives. b. It enables employees to set their own daily work schedules. c. It is a way of addressing demographic and labor pool concerns. d. It helps ease traffic and commuting pressures.
c
50. A tenet of _____ is that work exists for the person as much as the person exists for work. a. transactional leadership b. abusive leadership c. servant leadership d. charismatic leadership
c
50. Which of the following statements is true of negotiation? a. It is a way of opening dialogue between groups that have difficulty communicating. b. It helps groups realize their similarities rather than their differences. c. It involves an open discussion of problem solutions. d. It is delaying action on a conflict by buying time.
c
54. _____ is an approach in which the parties' goals are not seen as mutually exclusive, but the focus is on both sides achieving their objectives. a. Distributive bargaining b. Accommodating c. Integrative negotiation d. Compromising
c
10. Emotional intelligence is: a. an aggressive mechanism in which an individual directs his or her anger toward someone who is not the source of the conflict. b. a compromise mechanism whereby an individual patterns her behavior after another's. c. the emotion of love, cooperation and the common good. d. the power to control one's emotions and perceive emotions in others.
d
11. _____, which can be defined as mental or physical activity that has productive results, is organized into jobs. a. Occupation b. Livelihood c. Career d. Work
d
13. According to the six patterns people follow in defining work, _____ people define work as primarily a physical activity a person must do that is directed by others and generally performed in a working place. a. Pattern F b. Pattern E c. Pattern A d. Pattern D
d
13. Which of the following is a positive consequence of conflict in an organization? a. It provides a healthy distraction from work. b. It is emotional or behavioral in origin. c. It breaks down group cohesion. d. It leads to the generation of new ideas.
d
16. A key to recognizing a dysfunctional conflict is that: a. it arises from thinking of new ways to approach problems. b. it arises from someone challenging old policies. c. it is often cognitive in origin. d. it is often emotional or behavioral in origin.
d
16. The process of connecting jobs and departments into a coordinated, cohesive whole is known as: a. differentiation. b. job enlargement. c. job rotation. d. integration.
d
17. Managers should stimulate functional conflict when their group: a. is acting aggressively with peers. b. exceeds any potential gain from the conflict. c. relies on threats and verbal abuse to communicate. d. is suspected to be suffering from groupthink.
d
17. _____ in organizations is the process of guiding and directing the behavior of people in the work environment. a. Principled dissent b. Strategic contingency c. Management d. Leadership
d
18. According to Frederick Taylor, the role of a worker in an organization is to: a. carefully calibrate each task of the organization. b. constantly challenge the decisions made by the top management. c. think or deliberate what needs to be done. d. execute tasks defined by the management.
d
18. According to John Kotter, which of the following is true of leadership and management? a. Both involve planning and budgeting. b. Both involve setting organizational direction. c. Both deal with problem solving. d. Both are complementary systems of action in organizations.
d
21. NateCare is a public hospital in the city of Greycliff. The hospital has only one specialist for neurology, one for cardiology, and another for orthopedics. The structural cause for conflict among these specialists will be _____. a. authority relationships b. status inconsistencies c. interdependence d. emotions
d
21. To coerce someone into doing something means to: a. engage in role modeling. b. exercise power consistently. c. threaten his or her selfesteem. d. force the person to do it.
d
22. One of the causes of conflict related to an organization's structure is _____. a. personalities b. perceptions c. cultural differences d. common resources
d
23. Which of the following is true of the laissez-faire leadership style? a. It requires a hands-on approach. b. It helps leaders clearly define goals and outcomes. c. It leads to lower interpersonal conflicts at work. d. It causes role ambiguity for followers.
d
23. Which of the following statements is true of job rotation? a. It is a variation of work simplification. b. It results in overspecialization. c. It requires strong multitasking skills. d. It horizontally enlarges jobs.
d
26. A problem with job enrichment as a strategy for work design is that it: a. overemphasizes individual differences. b. is inapplicable to higher levels of management. c. quickly results in boredom. d. is based on an oversimplified motivational theory.
d
27. Which of the following powers has the strongest relationship with performance and satisfaction? a. Reward power b. Legitimate power c. Referent power d. Expert power
d
28. In the context of information power, _____ is the spin that managers put on information. a. ingratiation b. altruism c. networking d. framing
d
29. According to the Job Characteristics Model, _____ is the degree to which a job requires completion of a whole and identifiable piece of work. a. autonomy b. task significance c. feedback d. task identity
d
29. In the context of intrapersonal conflicts, the individuals who place expectations on a person are _____. a. role producers b. role delegators c. role incumbents d. role senders
d
29. _____, the quality of interpersonal relationships among a leader and the group members, is measured by the Group-Atmosphere Scale. a. Nonprogrammed decisions b. Reality-distortion fields c. Programmed decisions d. Leader-member relations
d
30. According to the Job Characteristics Model, _____ is the degree to which a job provides an employee with substantial freedom, independence, and discretion in scheduling work. a. feedback b. task identity c. task significance d. autonomy
d
31. A(n) _____ of behavior is used when a leader must set challenging goals for followers and show strong confidence in those followers. a. supportive style b. directive style c. participative style d. achievement-oriented style
d
35. In the context of managing intrapersonal conflicts, political skills can: a. help people crystallize their values and serve as opportunities for personal growth. b. help understand power networks in organizations. c. help resolve conflicts by enabling an individual to direct anger toward someone who is not the source of the conflict. d. help buffer the negative effects of stress that stem from role conflicts.
d
35. In the context of positive versus negative power, which of the following is true of dissenters? a. They can serve as checks on powerful people outside an organization. b. They can prevent the exposure of wrongdoings within an organization. c. They can sway employees in favor of an organization. d. They can create a climate conducive to the ethical use of power.
d
35. The ergonomics-based motivational approach to job design is grounded in: a. experimental psychology. b. mechanical engineering. c. chemical biology. d. industrial psychology.
d
36. In comparison with other approaches to job design, which of the following is most likely a positive outcome of the motivational approach? a. Lesser chance of mental stress b. Higher personnel utilization levels c. Decreased training time d. Greater job involvement
d
37. In the context of power networks, which of the following is true of an equal versus equal relationship? a. Conflict in this network can lead to job dissatisfaction. b. Conflict in this network can lead to low organizational commitment. c. Conflict in this network can lead to low turnover. d. Conflict in this network can lead to depression.
d
38. Hersey & Blanchard's Situational Leadership model suggests that: a. leaders determine the appropriate level of employee participation in decision making. b. leaders adapt their behavior to fit the characteristics of the environment in which they work. c. the leader's behavior style helps followers achieve their goals. d. the leader's behavior should be adjusted to the maturity level of the followers.
d
40. In the context of political behavior in organizations, _____ encourages political activity. a. clear goals b. definitive lines of authority c. abundant resources d. autocratic decision making
d
40. _____ is a compromise mechanism whereby an individual patterns his or her behavior after another's. a. Rationalization b. Fantasy c. Fixation d. Identification
d
42. In the context of leader-member exchange theory, _____ tend to be similar to the leader and are given greater responsibilities, more rewards, and more attention. a. transactional leaders b. transformational leaders c. out-group members d. in-group members
d
44. In the context of adjusting work design parameters, which of the following methods can be used to reduce uncertainty? a. Designing machines and tasks with optimal response times and/or ranges b. Having sufficient resources available to meet work demands c. Giving workers the opportunity to control several aspects of the work and the workplace d. Providing employees with timely and complete information needed for their work
d
46. Telecommuting results in: a. reduced opportunities for workers with disabilities. b. decreased productivity. c. decreased ability to attract and retain talent. d. reduced absenteeism.
d
47. Which of the following statements is true of leaders with high emotional intelligence? a. They look for challenges and ways in which to add to their talents. b. They use a more people-oriented style that is empowering. c. They lose their effectiveness. d. They make better decisions under high stress.
d
48. _____ refers to the willingness to be vulnerable to the actions of another and is an essential element in leadership. a. Facilitation b. Supervision c. Patience d. Trust
d
49. Which of the following is true of women managers? a. They are less likely to use a people-oriented style. b. They are dependent on position power to be effective leaders. c. They make poor decisions and lose their effectiveness in stressful situations. d. They tend to use a more people-oriented style that is inclusive and empowering.
d
50. According to Jay Conger, which of the following is a guideline on how managers can empower employees in an organization? a. Managers should set low performance expectations. b. Managers should exclude employees from decision-making processes. c. Managers should reinstate bureaucratic constraints in the organization. d. Managers should set inspirational or meaningful goals.
d
50. Flextime, an alternative work pattern, _____. a. allows employees to work at locations other than their company's main location b. is a technocentric approach to work design c. provides employees with a three-day weekend d. is designed to ease traffic and commuting pressures
d
51. _____ is an alternative work arrangement that is responsive to individual biorhythms. a. Work simplification b. Job enlargement c. Ergonomics d. Flextime
d
54. According to the guidelines for leadership, which of the following influence organizational performance? a. Consideration and initiating structure b. Concern for people and concern for products c. Position power and task structure d. Environmental factors and technological factors
d
59. A win-win style that is high on both assertiveness and cooperativeness is known as _____. a. competing b. accommodating c. compromising d. collaborating
d
8. Which of the following styles of conflict management is used to achieve temporary settlements to complex issues? a. Negotiating b. Avoiding c. Accommodating d. Compromising
d
