MGT320 Final Exam
B
1. A manager from a prestigious university believed that employees who were from "lesser schools" lacked sufficient intelligence and motivation for the high-tech firm that she led. She set goals for these employees low, and did not trust them with certain important tasks or company information. Over time, the employees started to exhibit behaviors consistent with the manager's beliefs and actions. They tended to show dissatisfaction and low performance. At length, many of them quit. This would be an example of: A. Theory Y attitudes. B. the Pygmalion effect. C. negative self-concept. D. a positive role model.
C
1. ____ anxiety is the feeling that unless an organization makes a change, it is going to be out of business or fail to achieve some important goals. A. Learning B. Organizational C. Survival D. Functional
D
10. Lauren held a staff appreciation luncheon to inform her employees that existing clients' feedback on phase one of the new skincare system and pricing structure were overwhelmingly positive. Why is this an example of the Kotter's sixth step of the change model, generate short-term wins? A. It lets the workers know the manager is the only important element of the project B. The manager communicated the company vision about the project to employees C. It will increase the revenue of the company, which will impact strategic thinking D. The manager publicly recognized employees with evidence that their efforts are paying off
D
11. Which of these steps in Kotter's change model involves the change leader selecting and recruiting a team of individuals who will be capable of carrying out the change? A. consolidate gains to produce more change B. establish a sense of urgency C. empower board-based action D. create a guiding coalition
D
12. Managing up involves: A. giving advice on handling specific organizational situations and dealing with organizational politics. B. directing and controlling behavior and judging individual performance. C. telling a person exactly what needs to be done. D. consciously developing a mutually-respectful relationship with one's direct superiors.
B
13. Dependent, uncritical thinkers: A. are aware of the significance of their actions. B. accept a leader's ideas without assessing them. C. contribute to the cultivation of an organization D. weigh the impact of decisions on the company vision.
C
14. Effective followers: A. are passive and uncritical by nature. B. presume that a leader will provide them with security, permission to act, or personal growth. C. initiate opportunities through which they can achieve personal fulfillment. D. try to avoid risk or conflict.
C
15. A leader can become a better leader when followers: A. take all the credit for the accomplishments of a team. B. are submissive and passive. C. compliment the leader for behavior that followers appreciate. D. idealize the leader.
C
16. Viewing the leader realistically includes: A. asking questions about the leader's experiences. B. using mindful initiatives. C. giving up idealized expectations by not expecting them to be perfect. D. asking the leader for company stories.
A
17. If a leader's actions and decisions contradict the best interests of an organization, effective followers: A. take a stand. B. follow the leader. C. sacrifice their personal integrity. D. follow passively.
D
18. Followers want their leaders to be: A. manipulative B. authoritative C. passive D. competent
D
19. Leadership coaching involves: A. judging followers' performance B. directing and controlling behavior. C. telling followers what to do. D. empowering followers to explore.
D
2. All of the following are strategies that leaders can use to effectively manage change EXCEPT: A. keep the process transparent. B. form a coalition of supporters and experts to counter any opposition. C. stay the course in spite of perceived difficulties. D. take a 'hands-off' approach, at this stage employees know what is expected.
A
2. Employees who perceive themselves to have a technical orientation tend to prefer being praised in a manner that: A. focuses on how their work made a contribution. B. makes a general statement such as "Awesome." C. could be interpreted negatively. D. focuses on their personal characteristics.
A
20. Which of the following is a way that leaders can provide feedback that benefits followers? A. Making feedback timely B. Using elements of organizational objectives C. Focusing on the person, not performance D. Making feedback general
C
21. Effective feedback describes: A. past results and performance. B. the nature of the leader-follower relationship. C. the precise behavior and its consequences. D. the skills required for a specific task.
B
22. Effective feedback: A. is general in nature. B. looks toward the future. C. describes the mistakes of the past. D. focuses on fault-finding.
B
23. The term engagement refers to: A. employees limiting themselves to those tasks that are specific to their roles. B. high levels of personal investments in the tasks performed on a job. C. serving a one-month notice period in the organization. D. avoiding offering a reward for a good performance.
D
24. The question, "If I work hard, will I get the job done?" illustrates the _____ aspect of expectancy theory. A. instrumentality B. valence C. goal D. expectancy
C
25. The sets of goal characteristics that will probably lead to higher levels of performance are: A. easy and specific. B. easy and general. C. difficult and specific. D. difficult and general.
A
26. A major concern about using goals to boost performance is that some workers, including leaders, will: A. use unethical methods to attain goals. B. quit rather than pursue goals. C. set too many difficult goals. D. pursue goals rather than do their own work.
B
27. Recognition is an effective motivator because: A. it is closely linked to company strategy. B. most employees feel they do not receive enough recognition. C. most workers have become bored with financial incentives. D. it is extremely expensive to implement.
A
28. The feeling of being proud is essentially a(n): A. intrinsic motivator. B. extrinsic motivator. C. weak motivator for professional staff. D. weak motivator for leaders.
B
29. A recommended way of giving advice to an employee is to: A. wait until the employee has a good day. B. put your advice in the form of a question. C. first make the employee feel guilty. D. offer only general suggestions for improvement.
D
3. All of the following are events that may trigger the need for change EXCEPT: A. new technologies. B. new regulations. C. major changes in consumer buying behavior. D. new menu in company cafeteria.
A
30. Ronnie is all set to work on a Sunday, so that the project that she is involved in does not get delayed. She plans to cancel her weekend plans, so that she can invest more time in her project. This behavior of Ronnie reflects _____. A. engagement B. resistance C. debasement D. congruence
A
31. Who among the following is likely to give the best performance in the context of the goal-setting theory? A. An employee who is given specific instructions that aims to achieve $30 million in revenue within a year of the performance review date. B. A member of the sales team, who is asked to give his best, so that the overall performance of the team increases C. A member of the sales team who performs below the standards set being subjected to a performance improvement program D. An employee who is encouraged and shown a clear path towards achieving his everyday target, with just a vague idea on the overall target to be achieved.
D
32. Which of the following is true of the motivational use of recognition and praise? A. Motivation has to be linked to corporate values to minimize its impact. B. It is important that the meritorious behavior is kept confidential within the team. C. It is important to praise so that the employees are set against each other. D. An individual's preference for the type of praise should be taken into account.
D
33. Leaders who often use one-way communications can be defined by the Ohio State University model as which of the following? A. Low structure, high consideration. B. Low structure, low consideration. C. High structure, high consideration. D. High structure, low consideration.
A
34. The Leadership Grid is based on two leadership dimensions called: A. concern for production and concern for people. B. concern for profit and concern for productivity. C. autocratic and democratic. D. job-centered and employee-centered.
D
35. Based on extensive research, Blake and Mouton would expect the best performance from a firm whose leadership: A. displays an ultimate priority of meeting employees' needs. B. sets the highest priority on task completion. C. puts a balanced and moderate managerial effort between meeting employees' needs and task completion. D. puts the highest priority on both meeting employees' needs and task completion.
C
36. Which of the following is NOT one of the four major assumptions that Abraham Maslow based his hierarchy of needs theory on? A. People's needs are arranged in order of importance going from basic to complex needs. B. People will not be motivated to satisfy a higher-level need unless the lower-level need(s) has been at least minimally satisfied. C. Both met and unmet needs motivate. D. People have five classifications of needs.
D
37. Using Maslow's theory, physiological needs include all of the following EXCEPT: A. air and food B. proper shelter C. avoiding pain D. fringe benefits.
A
38. Two-factor theory proposes that employees are motivated more by ____ than by _____ . A. motivators, maintenance factors B. pay, achievement C. job security, recognition D. working conditions, advancement
C
39. All of the following are considered extrinsic motivators in Herzberg's two-factor theory EXCEPT: A. weekly paycheck. B. fringe benefits. C. the work itself. D. the working conditions.
C
4. Complete organizational transformation can only occur when the desired changes in behavior becomes: A. stress free B. fully a part of corporate culture C. habitual D. erratic
A
40. ____ theory proposes that people are motivated when their perceived inputs equal outputs. A. Equity B. Reinforcement C. Expectancy D. Goal-setting
C
41. Managers should be aware that equity theory is based on: A. rewards. B. employee perceptions. C. exerted effort. D. performance.
D
42. Rita is a leader of high integrity. According to the technical meaning of integrity, Rita will: A. freely give money to charitable organizations B. be kind to employees even if she does not like them. C. steal only to benefit poor people. D. stick to the principles she thinks are right.
C
43. A principle of ethical and moral leadership is to: A. regularly publicize moral victories. B. maximize personal returns in business transactions. C. pay attention to all stakeholders. D. maximize shareholder wealth.
D
44. A major source of individual differences in ethics and morality and involves leaders who are primarily concerned about their interest even at the expense of others is: A. the products and services offered by the firm. B. government regulations about ethics. C. their tendency to focus on all stakeholders. D. their level of greed, gluttony, and avarice.
B
45. Chief financial officer Justin took his family on an Asian vacation using the company jet. He excuses his behavior by stating, "My family and I were spreading goodwill around the world for the company." Therefore, Justin tries to defend his actions by: A. showing concern for stakeholders. B. rationalizing. C. empathizing. D. exercising his rights as a senior executive.
B
46. According to the idea of entitlement, some corporate executives behave unethically because they feel they are: A. entitled to make up for a poor childhood. B. entitled to whatever they can get away with or steal. C. servants of an unfair system. D. underpaid in comparison to top professional athletes and entertainers.
C
47. Which of the following is the clearest example of socially responsible behavior on the part of a business firm? A. Ensuring that all workers get paid B. Focusing on profit maximization at all costs C. Creating a pleasant workplace D. Avoiding involvement in political causes
A
48. A recent development in corporate philanthropy is for corporate leaders to demand: A. a good return on investment, in terms of social impact. B. that the institutions receiving the money become good customers. C. that all recipients of their generosity believe in capitalism. D. respect and recognition from all recipients.
A
49. Chief financial officer Barry submits travel and expense reports that are completely genuine and encourages employees in his division to always give accurate and correct information. Barry is using the ethical initiative called: A. leading by example. B. open-book management. C. accepting whistleblowers. D. developing formal mechanisms for dealing with ethical problems.
A
5. Although indispensable for long-term economic growth, organizational changes are frequently met with ____________. A. resistance B. reassignment C. acceptance D. inertia
B
50. An example of a formal mechanism for dealing with ethical problems is: A. leading by example. B. having an ethics committee for reviewing complaints about ethical problems. C. conducting training programs in ethics for organizational employees. D. accepting whistleblowers without penalizing them.
D
6. All of the following are major reasons why people resist change EXCEPT: A. distrust of leadership. B. lack of conviction that change is necessary. C. threat to existing cultural values. D. threat to personal safety.
A
7. Leaders who regard ________ as a distraction rather than a real and legitimate concern will find it hard to move beyond the first step of the change management model. A. resistance B. culture C. cultural identity D. personal values
A
8. Why would an organization use Kotter's eight-step change model? A. To implement transformational change in the organization B. To find a way to determine the impact of external threats C. To find a way to determine the impact of internal weaknesses D. To take advantage of changes to tax loopholes
A
9. In order to build momentum and enthusiasm for change its important to: A. show short term wins achieved early on B. avoid micromanaging and empower people to implement the change. C. fire holdouts to accept change. D. create and organizational climate that supports change.
A
A hands on and deeply engaged leader is most likely to be strong on which one of the following traits or characteristics? A) knowledge of the business B) emotionally supportiveness C) humility D) sense of humor
B
A key part of a leader having humility is to: A) insult the group performance, including that of your own B) put group members in the limelight, rather than oneself C) make forecasts about the group not making standards D) ask the group to lead itself so he or she can do analytical work
A
A leader who scores high on agreeableness: A) seems warm and approachable B) tends to become anxious or tense C) likes to be in control and have influence over others D) comes across as quiet and withdrawn
D
A leader with an internal locus of control: A) is often low in self-confidence B) is often interpreted by group members as being week C) sees environmental factors as causing most events D) takes responsibility for events happening
B
A person with strong emotional intelligence is likely to: A) become overly enthusiastic during a meeting B) build strong personal bonds with people C) general intelligence and technical skills are the most important for top-level leaders D) avoid stressful situations involving people
B
Adam, a project manager, is enthusiastic about utilizing every available opportunity at his workplace. He ensures that his team's projects adhere to the company's high standards. He remains calm when things go wrong and provides resourceful solutions. Which of the following qualities of leaders does Adam display? A) Social Capital B) Self Management C) Self Awareness D) Systems Thinking
D
An effective leader: A) does not apologize to his or her subordinates B) sticks to a mental model that sees everything from one's own personal perspective C) goes along with the traditional way of doing things D) does not follow his or her assumptions just because they led to success in the past
D
An important aspect of leadership is: A) Dictating changes required in an organization B) maintaining a passive relationship with followers C) maintaining the status quo and not creating change D) influencing others to come together around a common vision
B
An important part of being assertive is to: A) not tolerate differences of opinion B) express feelings and opinions forthrightly C) behave aggressively toward people when necessary D) be obnoxious when necessary
C
Because we all want to view ourselves in a positive manner, when we use unethical behavior, we often justify the behavior to protect our ________ so that we don't have to feel bad. A) personality B) ego C) self-concept D) job
B
Becky heads the finance team of Herald Inc. Whenever her teams' work is commended, she takes all the credit. On the other hand, when her team gets negative feedback from clients, she blames it on the inadequate support from the organization. Becky's behavior is an example of ______? A) the fundamental attribution error B) the self-serving bias C) perceptual defense D) projection
B
Emotional intelligence refers to qualities such as self-awareness, social awareness and: A) possessing above average verbal and math skills B) ability to manage your emotions C) have a good sense of humor D) understanding of human relations research
C
Emotional intelligence tend to: A) peak at an early career stage B) be closely associated with technical skill C) improve with experience D) decrease substantially during middle age
D
Erica, a team manager, was known for heading projects with diligence and conscientiousness. However, she was insensitive and excessively ambitious. She did not take feedback in a constructive manner. As a result, this prevented her from moving forward in terms of her career since she had problems communicating with her team members and motivating them. In the context of the given scenario, which of the following phenomenon does Erica experience? A) Communication Apprehension B) Fear-Based Motivation C) Paradigm Change D) Derailment
A
Ethics is defined as: A) the standards of right and wrong that influence behavior B) creating win-win situation for all stakeholders C) adhering to legal limits D) what top management thinks is right
B
Executive Coaches: A) help leaders develop emotional distance from their followers B) encourage leaders to confront their flaws that inhibit effective leadership C) intentionally value stability over change D) help people through the transition to an old paradigm of effective leadership
B
Finance manager Sharon has the reputation of "walking the talk," so she most likely scores high on the trait of: A) humility B) Trustworthiness C) Extraversion D) Sense of Humor
C
George, the financial manager of a firm, executes his tasks with commitment. He takes his responsibilities seriously. Which of the following characteristics of leadership does George possess? A) adaptability B) empathy C) conscientiousness D) relationship management
C
Having a benchmark for what to look for if we want to be leaders is about: A) trying to develop specifically the five major traits in text B) giving a boss a specific set of traits to look for in potential new hires C) helping individuals see their own traits and decide if these are leadership traits D) specifically determining traits for a particular job promotion
B
Identify the correct statement regarding leadership. A) Leadership involves administrative paperwork B) Leadership involves non-coercive influence C) Leadership involves unidirectional influence D) Leadership involves maintaining the status quo
C
In examining differences between managers and leaders, leaders: A) focus on the best way to get the job done B) focus on doing things right C) emphasize innovation and change D) use a more autocratic style
C
It becomes easier for people to see their own opportunities for leadership when they: A) Start seeing leaders as individuals who are above others B) understand that the concept of leadership cannot continue to develop C) Stop equating leadership with greatness and public visibility D) Comprehend that leadership involves maintaining the status quo
B
Kent is an enthusiastic leader, so his enthusiasm is likely to: A) be perceived as an annoyance by group members B) help him build relationships with the group C) be perceived as somewhat of a phony by group members D) make it difficult for him to advance further
B
Leadership effectiveness tends to be higher when the leader's intelligence is: A) about the same as that of the average group member B) a little higher than that of the average group member C) considerably higher than that of the average group member D) considerably lower than that of the average group member
B
Management focuses on getting the most results out of people so that: A) followers can be motivated through purpose rather than rewards or punishments B) goods and services are provided to customers in a timely manner C) the relationship with followers can be based on personal influence and trust D) a shared culture and set of core values that can lead to the desired future state is developed
C
Managers with Theory X attitudes tend to: A) display more participate leadership styles B) use internal motivation and rewards C) use external means of controls D) have a positive, optimistic view of employees
D
Most employees are promoted to their first management position primarily because of their _________ skills. A) Interpersonal B) Team-Building C) Decision-Making D) Technical
NA
Question VOID. Type NA
A
Relationship management includes the interpersonal skills of being able to communicate clearly and convincingly, build strong personal bonds and: A) Disarm conflicts B) Understand your own moods C) manipulate others D) None of the above
D
Research about emotional intelligence and leadership concludes that: A) emotional intelligence along leads to career success B) emotional intelligence combined with ambition accounts for 90 percent of career success C) general intelligence and technical skills are the most important for top-level leaders D) a leader's mood and associated behaviors affect bottom-line performance
C
Self-confidence is an important leadership characteristic found: A) primarily among executives B) primarily among supervisors C) In almost every leadership setting D) In male leaders more than female leaders
C
Steve leads the adminstrative department at DCH Hospital. He encourages people to perform to their maximum potential by providing support and regular feedback. He ensures that the opinons of his team members are considered before a decision is taken. He does not believe in rigidity unreasonable procedures. In the context of the given scenario, Steve holds that: A) wealthy employees should be given more power B) People at the bottom of an organizational hierarchy should have no power C) Human capital is more important than financial capital D) tangible assets form the financial basis of today's economy
B
The Leader Motive Profile (LMP) defines which motive as the highest need for leaders? A) achievement B) power C) affiliation D) enjoyment
B
The achievement motive refers to: A) desire to surpass productivity quotas B) finding joy in accomplishment for its own sake C) putting high energy into achieving work goals D) sustaining a high level of energy for work
A
The belief that leaders were born with certain natural abilities of power and influence characterizes the ________ of leadership? A) Great Man Theories B) Trait Theories C) Behavior Theories D) Contingency Theories
C
The expert mind becomes a danger in organizations because it: A) puts aside preconceptions and suspends beliefs and opinions B) forgets many of its conditioned ideas C) rejects new ideas based on past experience and knowledge D) often becomes open to the perspectives of other people
C
The five traits that have been found to be the set of traits leaders must have to be considered leaders are: A) intelligence, sociability, self-confidence, integrity, determination B) self confidence, social judgement, integrity, determination, extroversion C) there is not a set of traits that all leaders must have D) there is a set of leader traits that all leaders must have, just not those listed
B
The four way test: A) is a means of identifying potential whistle blowers within an organization B) is a generic means of assessing whether a business transaction is ethical C) relies on Theory Y attitudes D) only needs a "yes" answer to one of the four questions to be considered ethical
D
The most effective type of humor for an organizational leader to use is directed at: A) the competition B) group members C) other departments D) himself or herself
B
The process of blaming one's unethical behavior on others is known as: A) distortion of consequences B) displacement of responsibility C) attribution of blame D) diffusion of resposibility
D
The process of rationalizing immoral behavior because "it's for the greater good" is known as: A) behavior modification B) agreeableness C) post-behavior justification D) higher purpose
C
Unethical behavior is more likely to occur in people who: A) are open to new experiences B) work in an office setting C) are emotionally unstable and have an external locus of control D) have a strong moral development
D
Victoria, an advertising manger, works effectively when dealing with routine and well-defined tasks but she is not very good with tasks that require creativity. Hence, she assumes that her subordinates also have difficulty with being creative. In the given scenario, Victoria's assumption is an example of _______. A) the halo effect B) self-serving bias C) perceptual defense D) projection
B
Which of the following is a characteristic of leaders who think independently? A) they determine a course of action based on what others think B) they are willing to stand apart C) they tend to believe assumptions as "truth" D) does not follow his or her assumptions just because they led to success in the past
B
Which of the following is an example of stereotyping? A) Fiona assumes that a subordinate is a proficient employee as he or she has good people skills B) Fiona assumes that an elderly employee will not be able to adapt to modern technology C) Fiona believes that her subordinates can work on weekends as she generally works on weekends D) Fiona judges that her subordinate performed poorly due to lack of concentration and incompetence
C
Which of the following statements is true of mental models? A) a leaders assumptions naturally are not part of his or her mental model B) a leader is usually not aware of his mental models? C) personal values, attitudes, biases, and prejudices can all affect one's mental model D) a leader creates an effective mental model by viewing the elements of a system as separate components
B
Which of the following statements is true of the art and science of leadership? A) Leadership is a science because many leadership skills and qualities cannot be learned from a textbook B) Most people can learn to be good leaders no matter their innate characteristics C) Many people have never tried to be a leader because it requires executive coaching D) Leadership is an art because a growing body of knowledge and objective facts describes the leadership process
C
Which of the following will help leaders to develop open-mindedness? A) they have to allow their subordinates to do the thinking for them B) they have to maintain strong preconceptions and suspend beliefs and opinions C) they have to forget many of their conditioned ideas D) they have to stick to mental models that worked in the past
B
With respect to heredity and environment, leadership effectiveness appears to be: A) mostly due to heredity B) the combined influence of heredity and environment C) mostly due to environment D) 4/5 heredity and 1/5 environment
B
_______ refers to understanding right from wrong and choosing to do the right thing. A) Personality B) Moral Development C) Ethics D) Moral Justification
A
"If the manager is not around, employees will work just as hard" is an example of ________ attitudes. A) Theory Y B) Theory X C) Theory Z D) XYZ Profile
A
"If you want something done right, do it yourself" is an example of _________ attitudes. A) Theory X B) Theory Y C) Theory Z D) XYZ Profile