mgmt study

According to Whetton and Cameron, power that comes from an individual's formal place within an organization's structure is known as _____ power. positional personal relational referent

A

The factor that differentiates work groups from teams is that work groups: involve individual accountability and clearly defined leadership. possess the authority to manage their own work processes. involve individuals working together to achieve a common goal. are preferred when the task is complex and sophisticated.

A

Thomas is an executive in a firm's IT department. He has immense knowledge in IT and has come up with many technological innovations, which had helped the organization to perform its activities more efficiently. Moreover, he has the ability to solve all types of issues that arise on a daily basis with relative ease. As a result, the individuals in the organization developed great respect for him. Identify the kind of power demonstrated by Thomas. Expert power Reward power Referent power Coercive power

A

Which of the following individuals best represents a person with reward power? Maria, a team lead, motivates her team members by giving them incentives and promotions on improved performance. Sonia, an executive, has a great personality and everyone in the organization respects and admires her for her intelligence. Eric, the marketing head, is the deciding authority of various organizational activities and his employees have great respect for him. Henry, a finance manager, often punishes his subordinates when they fail to follow the organization's rules and regulations.

A

Which of the following is the best example of a self-directed team? Jane, Jack, and Maria, as members of a team, have the authority and responsibility to make decisions and to participate in processes that help the team succeed. Tom, a manager in the marketing department, had Jim and Jake, team members from the same department, reporting to him on the progress of an ongoing project. Sam, Ben, and Nick are team members working from three different locations on the same project, reporting to their project manager through telephone calls and e-mails. Mike, the project head, developed a team of middle managers from the marketing, finance, and production departments to work on a project together.

A

According to Gulati and Sytch, dependence asymmetry exists when: a firm and business partner are equally dependent on each other. a firm is more dependent on a business partner. suppliers are less dependent on the customers. customers are more dependent on a firm's products.

B

Influence refers to the: potential of groups to impact others behavior. vehicle by which leaders exercise their power. ability of leaders to achieve organizational goals. means by which an employee becomes a leader.

B

Mark, an employee, belongs to the marketing department in an organization. However, he often interacts with people in all other departments including top management, which helped him improve professionally and personally. By maintaining many informal networks within the organization, he manages to get his job done more effectively than others. From this description, it can be inferred that Mark demonstrates _____ power. coercive referent positional relational

B

The status quo bias is best described as: the tendency to seek information that confirms a decision. the tendency to favor the 'here and now' and to reject potential change. the tendency to seek information that disconfirms a decision. the tendency to make decisions using information that is more powerful and important.

B

Which of the following is the best example of a team in the storming stage of development? A team that has completed its task and dispersed, with some members feeling sad at the separation from the team on which they have been so dependent A team that comes together and team members get to know about their tasks and responsibilities, and each of their team member's competencies A team with members arguing with each other due to interpersonal issues arising from differences in the perspectives of each team member A team with members sharing their personal opinion with others and group members being more open to one another's ideas and suggestions

C

Which of the following statements is true of distributive negotiation? Each party makes trade-offs in an effort to create more value for each negotiator. Distributive negotiations focus on multiple issues. In these negotiations, what one person wins, the other person loses. Both parties expect to benefit by building a long-term relationship.

C

The acronym ERG in Alderfer's theory of motivation refers to: employment, recognition, and gain. engagement, responsibility, and governance. empowerment, reliance, and greatness. existence, relatedness, and growth.

D

Which of the following statements best describes negotiation? A cognitive response that occurs when interests and behaviors of one individual explicitly differs from that of another individual An increase in conflict that occurs when one person's negative behaviors encourage or foster another person's negative behaviors A situation that is characterized by uncertainty and risk and where the optimal decision is not clear or obvious A process by which two parties attempt to reach agreement on an issue by offering and reviewing various courses of action

D

Which of the following teams is the best example of a team in the norming stage of development? A team that comes together and team members get to know about their tasks and responsibilities, and each of their team member's competencies A team with members arguing with each other due to interpersonal issues arising from differences in the perspectives of each team member A team that has completed its task and dispersed, with some members feeling sad at the separation from the team on which they have been so dependent A team with members sharing their personal opinion with others and group members being more open to one another's ideas and suggestions

D

John, a top executive, is in a situation where he has to quickly decide between two projects that came in simultaneously from two major clients. Since his team is not big enough to complete both projects at a time, he cannot accept both. He had a hunch and just like that accepted one of the clients' project without any considerations. This scenario is an example of _____. bounded rationality rational decision making context-independent decisions intuitive decision making

Intuitive decision making

As a response to conflict, avoidance must be used when: the issue is trivial. an issue is more important to the other party. a temporary solution is needed. faced with a crisis.

a

Bounded rationality refers to: making decisions within a set of constraints. decisions being based on a certain starting point. simple and straightforward rational decisions. decisions made easily without any restrictions.

a

Individuals who connect their immediate work group with other parts of the company or with groups in other organizations are called _____. network brokers boundary spanners redundant contacts peripheral specialists

a

The process of sharing power with subordinates and pushing decision making and implementation to the lowest possible level, increasing the influence and autonomy of all employees is referred to as _____. involvement commitment empowerment disenfranchisement

empowerment

The act of choosing a solution that is good enough is called _____. satisficing reasoning framing discounting

satisficing

which of the following terms refers to the value that an individual can derive from his or her contacts social capital social value synergy value chain

social capital

The management in an organization wanted to reduce employee turnover by increasing their job satisfaction. Therefore, they provided employees with a safe work environment and a sense of job security. However, the turnover rate did not decrease even after implementing these changes. During exit interviews, the employees complained that they do not have any opportunities for achievement and personal recognition. From this scenario, according to Herzberg's theory, it can be understood that: all employees are self-actualized individuals. hygiene factors are lacking in the organization. the employees' higher-order needs are met. the organization falls short of motivators. 2

the organization falls short of motivators

Which of the following individuals best represents a person with referent power? Vinita, an executive, has a great personality and everyone in the organization respects and admires her for her intelligence. Susan, a team lead, motivates her team members by giving them incentives and promotions on improved performance. John, the finance head, is the deciding authority on various organizational activities. Harry, a marketing manager, often punishes his subordinates when they fail to follow the organization's rules and regulations.

A

Which of the following networks best exemplifies an advice network? When it comes to solving technical issues, the employees in an organization often get suggestions from Victor who has more technical expertise. Pinky couldn't work on her project due to some personal issues. She discussed her issues with Paul, her teammate, and he helped her finish the task on time. John, who belongs to the marketing department in an organization often interacts with employees in other departments whenever he finds time to socialize. In a restaurant, George welcomes the customers, Jake's team takes the orders, and finally Jim's team serves the customers and conducts financial transactions.

A

Which of the following networks is the best example of a trust network? Pinky couldn't work on her project due to some personal issues. She discussed her issues with Paul, her teammate, and he helped her finish the task on time. John who belongs to the marketing department in an organization often interacts with employees in other departments whenever he finds time to socialize. When it comes to solving technical issues, the employees in an organization often get suggestions from Victor who has more technical expertise. In a restaurant, George welcomes the customers, Jake's team takes the orders, and finally Jim's team serves the customers and conducts financial transactions.

A

Which of the following situations is the best example of an intergroup conflict? An organization's marketing team had a conflict with the production team due to the delay in the arrival of finished products. Jane and Jack, executives of a firm's finance department, had a conflict with their teammate, John, who failed to submit an important report on time. The employees in an organization had a conflict with their employer for not improving their work environment which is highly hazardous and unhygienic. Sam tends to argue a lot with his colleague Tom over minor issues and at an extreme situation both started attacking each other physically and were suspended for a weak.

A

Which of the following statements about teams and workgroups is true? All teams may not be a work group, but all work groups are necessarily teams. Teams tend to have a clearer structure than workgroups. Unlike teams, work groups are not effective at achieving a group's goals. Teams are better than work groups when the task is complex and sophisticated.

A

Which of the following statements best describes the political model of decision making? A model of decision making that acknowledges that most organizational decisions involve many managers who have different goals and who have to share information to reach an agreement A model of decision making that acknowledges that managers may be unable to make economically rational decisions even if they want to because they lack sufficient information on which to base their decisions A model of decision making whereby problems, solutions, participants, and choices flow throughout an organization A model of decision making that seeks to maximize economic or other outcomes using a rational choice process

A

Which of the following is an extrinsic reward? Challenging task Job security Self-direction Autonomy

B

Which of the following statements about Maslow's hierarchy of needs theory is true? The second level in Maslow's hierarchy encompasses physiological needs. Lower-order needs must be satisfied before higher-order needs can be addressed. Job security and fringe benefits are considered belongingness needs in organizations. Most people can easily arrive at the level of self-actualization.

B

Which of the following statements about interpersonal networks is true? Interpersonal networks are valuable to the individuals they link but not to the organizations that employ them. Interpersonal networks are networks of relationships that develop across functions to accomplish tasks quickly. Interpersonal relationships can be applied to personal but not to business relationships. Interpersonal networks are always depicted on a formal organizational chart.

B

Which of the following statements about nonprogrammed decisions is true? These decisions are made in response to recurring organizational problems. These are made in response to novel, poorly defined, or unstructured situations. These decisions are made under conditions of certainty. These decisions generally do not require a higher-level employee to execute.

B

Which of the following statements is true of diverse teams? Collocated teams tend to be more diverse than geographically distributed teams. Diverse team members tend to produce more creative and innovative solutions. Diverse team members generally lack complementary information and expertise. Dysfunctional conflicts are less likely to be experienced by diverse teams.

B

According to Herzberg's two-factor theory, hygiene factors: are the direct consequences of doing the job and are the primary cause of satisfaction. correspond to Maslow's hierarchical needs for esteem and self-actualization. are potential dissatisfiers that, when fulfilled, do not cause people to become satisfied. are the higher-order needs that motivate people to perform better in their work.

C

Of the three variables of expectancy theory, valence includes: the evaluation of whether putting in effort will lead to commensurate performance. the evaluation of whether poor effort will lead to limited performance and rewards. the evaluation of whether the available outcomes are attractive to the employee. the evaluation of whether successful performance will lead to a desired reward.

C

According to Douglas McGregor, managers who conform to Theory X: are more inclined to focus on participatory rather than command-and-control styles of leadership. seek consensus and try to create an open atmosphere where employees are free to experiment and innovate. believe that employees are not slackers, but are motivated to do their best and to work to their potential. tend to believe that employees are principally motivated by extrinsic rewards, especially compensation.

D

Jane is Maria's colleague and they often tend to argue with each other over minor issues. Both belong to the same team and Jane often insults Maria by passing rude comments for no reason and Maria in turn threatens Jane. This scenario is the best example of an _____ conflict. intergroup task-related cognitive affective

D

Which of the following is a symptom of groupthink? High interpersonal conflicts Underestimation of the group's opinion Open-mindedness Pressures toward uniformity

D

Which of the following is the best example of a geographically distributed team? Mike, a project manager, developed a team of middle managers from the marketing, finance, and production department to work on a project together. Tom, a manager in the marketing department, had Jim and Jake, project members who came from another country, reporting to him on the progress of an ongoing project. Jane, Jack, and Maria, team members with different cultural backgrounds, are responsible for contributing information to a project based on cultural diversity. Sam, Ben, and Nick are team members working from three different locations on the same project, relying mainly on telephone calls and e-mails to interact with each other.

D

Which of the following models should managers use while making tough calls? Garbage can model Political model Administrative model SCRIPTS model

D

Which of the following situations is the best example of an interpersonal conflict? A cosmetics manufacturing company had a conflict with its competitor, when they made false negative statements about the company's products. The employees in an organization had a conflict with their employer for not improving their work environment which is highly hazardous and unhygienic. An organization's marketing team had a conflict with the production team due to the delay in the arrival of finished products. Jane and Jack, executives of a firm's finance department, had a conflict with their teammate, John, who failed to submit an important report on time.

D

Which of the following statements about the components of positional power is true? Visibility gives individuals access to information. Relevance refers to how pivotal an individual's role is in an organization. Centrality allows individuals to interact with influential people. Flexibility refers to the freedom to exercise judgment.

D

Which of the following statements about the reinforcement theory is true? Positive reinforcement involves removing an aversive condition in response to a desired behavior. Successful organizations generally build employee engagement by focusing on punishment. Ceasing to reward the behavior that was previously rewarded causes extinction. Negative reinforcements tend to decrease certain behaviors.

D

Which of the following organizational factors will most likely lead to intense levels of conflicts? A competitive organizational culture Decentralized organizational structure Equal power distribution Long-term rewards

a...

Edwin, a top manager in a bureaucratic organization, often engages in persuading employees while making decisions and focuses more on his team and provides extra coaching to employees. He also maintains a good reputation both inside and outside the organization. Based on McClelland's acquired needs theory, it can be inferred that Edwin is an example of _____. a socialized power-oriented manager an affiliation oriented manager an achievement oriented manager a relations-oriented manager

b

Which of the following statements about negotiating across cultures is true? In high-context cultures information is explicit and meaning is clear. People in low-context cultures prefer to communicate directly. People in hierarchical cultures are more comfortable with confrontation. Individualistic cultures support collective interests above individual rights.

b

Which of the following statements about the strength of ties is true? Trust, larger time commitments, and similar interests are features of weak ties. Unlike strong ties, weak ties provides individuals with exposure to novel information. Weak ties are effective in sharing information and they often provide redundant information. Strong ties serve as bridges and are more likely to link members of dissimilar groups than are weak ones.

b

Which of the following statements is true of team composition? It is not necessary for teams to be composed of members with a common purpose. All members should necessarily agree on how a problem has to be solved. Effective teams include members with technical and interpersonal skills. Team members should not be open to new ideas as they might cause confusion.

c

Maria and Jose have worked together in the same office in the same position for quite some time. They have similar educational backgrounds and have been in the job for about the same period of time. Maria works extremely hard and often notices that Jose is taking long breaks and not putting in the same effort as she is. Thus, when she learns that Jose is paid $8000, more than what she earns, she gets very upset and decides to reduce her effort and take long breaks as well. Which of the following theories explains this behavior? Expectancy theory Goal-setting theory ERG theory Equity theory

equity theory

Vinita buys a stock assuming that she can make profit out of it. However, shortly thereafter the stock value drops and she loses a lot of money. Her financial planner thinks the stock value will drop further and advices her to sell the stock. However, she has lost so much money already and therefore she doesn't want to sell. Instead she holds onto the stock in hopes to regain her loss. Instead she loses more. This phenomena is referred to as: rational decision making escalation of commitment representativeness heuristic intuitive decision making

escalation of commitment