BUS 49643

People with high emotional intelligence are superior leaders.

Mental imagery excludes visualizing completion of a task.

Companies motivate employees mainly by designing interesting and challenging jobs.

Employee stock ownership plans and stock options are two types of organizational-level performance-based rewards.

The group of people with a commitment to a change is called a dominant coalition.

Intellectual capital includes, among other things, the knowledge captured in an organization’s systems and structures.

A unique feature of appreciative inquiry is that it breaks away from the problem-solving mentality by reframing relationships around what is positive and possible.

According to the organizational learning perspective, an effective organization not only learns but also unlearns certain routines and patterns of behavior.

Competency-based rewards pay employees based on their seniority in the organization.

The primary source of environmental diversity or uncertainty mainly determines the best form of divisional structure an organization should adopt.

Research suggests that decision makers do not evaluate several alternatives when they find an opportunity.

Communication supports employee well-being and can improve employee well-being.

An employee’s ability to influence others increases as the source of his or her power becomes more substitutable.

Maintaining eye contact to show interest in someone’s conversation is one of the few forms of nonverbal communication that transmits common meaning across all cultures.

Ethics refers to the study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad.

In the achievement-oriented leadership style, leaders expect employees to perform at an optimal level and set subordinate goals.

Display rules are norms that require employees to show certain emotions and to withhold others.

When people support change, they typically assume that it is others who need to change.

University students tend to value people-oriented instructors over task-oriented instructors.

Eustress refers to the short-term causes of stress, whereas distress refers to long-term causes.

Agreeableness, extraversion, and conscientiousness are three of the “Big Five” personality dimensions.

High internal consistency exists when most of the individual’s self-perceived roles require similar personality traits, values, and other attributes.

Talking while someone is speaking to you is interpreted by the Japanese as the person’s interest and involvement in the conversation.

Diversity training is the best way to minimize perceptual biases.

The self-fulfilling prophecy helps supervisors accurately predict the future performance of recently hired employees.

Positive self-talk motivates employees by increasing their effort-to-performance expectancy.

Extraverts are people who are quiet, cautious, and less interactive with others.

Employees can break out of their existing mental models by working with colleagues from diverse backgrounds who bring different mental models to the workplace.

A potential disadvantage of network structures is that they expose the core firm to market forces.

Practices such as action research avoid the use of management’s power to induce compliance and conformity and is less likely to create ethical issues.

All popular management concepts rely on hard evidence that proves they are valid.

Individuals with high neuroticism usually experience lower stress levels because they are less prone to anxiety.

The MARS model identifies the four main factors that influence individual behavior: motivation, ability, role perceptions, and situational factors.

Emotional intelligence refers to how an individual behaves, not the abilities of that individual.

Legitimate power is created whenever the organization assigns a supervisor with formal authority over subordinates.

The strength of an organization’s culture refers to how widely and deeply employees hold the company’s dominant values and assumptions.

The systematic research anchor relies mainly on qualitative data and subjective procedures to test hypotheses.

Motivation is an external force on the person that causes him/her to engage in specific behaviors.

Job status-based rewards discourage employees from hoarding resources.

Which of the following is a leadership style identified in path-goal theory?
A. Achievement-oriented leadership
B. Selling leadership
C. Transformational leadership
D. Emotional intelligence
E. Managerial leadership

Which of these sources of power originates mainly from the person rather than the position?
A. Referent power
B. Legitimate power
C. Coercive power
D. Reward power
E. Perceived right

_____ are employees who coordinate the activities of differentiated work units toward the completion of a common task.
A. Inquisitors
B. Arbitrators
C. Mediators
D. Integrators
E. Moderators

Bezel Systems is introducing a few organization-wide changes. A coalition of employees will clearly lose out from the proposed changes and they have enough power to cause the change effort to fail. Assuming that the change effort can proceed slowly and cost is not an issue, the preferred strategy for dealing with this resistance to change is:
A. communication.
B. employee involvement.
C. stress management.
D. negotiation.
E. coercion.

The _________ principle takes the position that conversations don’t describe reality; they shape that reality.
A. positive
B. constructionist
C. poetic
D. anticipatory
E. simultaneity

Implicit leadership theory states that:
A. everyone is capable of being an effective leader.
B. the best leadership style depends on both the characteristics of employees and the environment in which they work.
C. leadership is a perception, not the actual behaviors and competencies of people.
D. everyone has preconceived beliefs about leaders.
E. leaders should act as change agents in organizations.

Which of the following occurs most likely due to confirmation bias?
A. A company conducts monthly performance reviews to evaluate its employees.
B. A customer demands a proof statement from the salesperson.
C. A manager believes his actions are correct, though they are highly unpopular.
D. A manager considers female workers to be less productive than the male workers.
E. A teacher assigns moderate grades to all her students, though there is a vast difference in performance.

Which of the following foundations of trust is determined mainly by the other party’s predictability?
A. Calculus-based
B. Identification-based
C. Knowledge-based
D. Relational
E. Transactional

The phenomenon that occurs when people exert less effort when working in groups than when working alone is referred to as _____.
A. team cohesiveness
B. social identity
C. pooled interdependence
D. team conformity
E. social loafing

Which of the following has the same meaning around the world?
A. Silence
B. Shaking one’s head
C. Smiling
D. Raising one’s eyebrows
E. Eye contact

Extreme forms of _____ include bullying, such as through explicit reminders of one’s obligations.
A. coalition forming
B. upward appeal
C. persuasion
D. assertiveness
E. information control

Which of the following is typically most important among people working in hospital surgical operations?
A. Organizational goals
B. Integrator roles
C. Job descriptions
D. Extensive training
E. Company rules

_____ leadership includes showing mutual trust and respect for subordinates and having a desire to look out for their welfare.
A. Task-oriented
B. People-oriented
C. Achievement-oriented
D. Transaction-oriented
E. Participation-oriented

Which of the following is an internal factor that affects job performance?
A. Economic conditions
B. Changes in salary
C. Peer support
D. Internal competition
E. Motivation to work

_____ occurs when employees at the acquired company willingly embrace the cultural values of the acquiring organization.
A. Deculturation
B. Assimilation
C. Separation
D. Integration
E. Negotiation

To increase work efficiency and make it easier to match employee competencies with job requirements, companies:
A. divide work into more specialized jobs.
B. rely on formal hierarchy as a coordinating mechanism.
C. rely on a narrow span of control.
D. centralize decision making.
E. rely on formal hierarchy and a narrow span of control.

BarkBark Inc. and Happy Toys Ltd.
BarkBark Inc. and Happy Toys Ltd. are considering a merger and are unsure whether their two organizations will have a difficult time with clashing cultures. They perform a detailed diagnosis collecting and analyzing the gathered data about the two merging companies. They identify a several overlapping values which they feel that they can effectively meld into a cohesive new culture.
This process is known as:
A. assimilation.
B. deculturation.
C. a bicultural audit.
D. a merger strategy.
E. a cultural review.

If you form a general negative impression of a person based on one prominent characteristic, and it affects your perception of other characteristics of that person, it is called:
A. a projection bias.
B. the halo effect.
C. selective attention.
D. a self-serving bias.
E. stereotyping.

Mick works for a company as a financial analyst from home using information technology. He does not work in a traditional physical workplace. This trend is known as:
A. deep-level diversity.
B. work-life balance.
C. virtual work.
D. surface-level diversity.
E. frictional unemployment.

The degree of physiological, psychological, and behavioral deviation from healthy functions is known as:
A. eustress.
B. stress.
C. distress.
D. malstress.
E. abstress.

In organizational settings, power is defined as:
A. the practice of trying to influence another person.
B. the capacity to influence others.
C. the act of changing another person’s attitudes and behaviors.
D. the extent to which one person is required to follow another person’s commands even though he or she does not want to follow the commands.
E. the ability of a person who is dependent on another person to dominate another person who is not at all dependent on the first person.

A video journalist’s job consists of operating the camera, reporting the story, and often editing the work, whereas these three tasks were traditionally performed by three people. Video journalism is an example of:
A. self-leadership and job enlargement.
B. job enrichment and self-leadership.
C. job enlargement and job specialization.
D. job specialization and self-leadership.
E. job enrichment and job enlargement.

According to social identity theory, people tend to:
A. receive information and make sense of the world around them.
B. perceive that their own actions are due to the situation, whereas the behaviors of other people are mainly due to their motivation and ability.
C. believe that people in their own groups share common traits.
D. think that they are distinct from people in the social groups to which they have a connection.
E. refer to something about themselves as separate individuals.

Self-concept, social norms, and past experiences help us to:
A. have a fixed level of drive-based emotions.
B. fully regulate our decisions and behaviors.
C. minimize cognitive dissonances.
D. make unemotional decisions based on reason and logic.
E. have stronger or weaker needs by amplifying or suppressing emotions.

Which of the following is true about using the strategy of integration for merging different corporate cultures?
A. It works best when people realize that their existing cultures are good enough, which motivates them to stick to their dominant values.
B. It is the fastest strategy for merging different corporate cultures.
C. It is potentially safe because neither party is preserving the existing culture.
D. It should be considered when the merging companies have strong cultures and distinct cultures.
E. It creates a new composite culture that preserves the best features of the previous cultures.

Which of the following statements about the strength of organizational culture and organizational performance is true?
A. Organizations with stronger cultures tend to perform better than those with weak cultures when the culture content fits the external environment.
B. There is no relationship between an organization’s cultural strength and its performance.
C. Organizations with stronger cultures tend to perform better only when they acquire other organizations with distinct cultures.
D. Organizations with stronger cultures almost always perform poorly compared to those with weak cultures.
E. Organizations with stronger cultures perform poorly if they have subcultures.

Beliefs about what is good or bad, right or wrong are referred to as:
A. organizational citizenship.
B. values.
C. collectivism.
D. moral intensity.
E. extraversion.

Which of the following statements about culture and leadership is true?
A. Participative leadership is perceived as characteristic of effective leadership in low power distance cultures.
B. There are no similarities and only differences in the concept and preferred practice of leadership across cultures.
C. Transformational leadership theory explains differences in leadership practices across cultures.
D. Employees in high power distance cultures prefer a participative leadership style.
E. People’s expectations from their leaders are universalthey do not differ across countries.

Which of these statements about the contact hypothesis is true?
A. It states that in increasing contact with someone, the most recent information dominates our perception of that person.
B. Increased contact with someone tends to reduce our tendency to use stereotypes to perceive that person.
C. By reducing our contact with people, we develop more accurate perceptions of them.
D. It states that the more we interact with someone, the more prejudiced we will be against that person.
E. Increased contact with someone tends to change our stereotype of the group to which that person belongs and to reinforce our tendency to use stereotypes to perceive that person.

Initial offer points, target points, and resistance points represent three elements in:
A. the conflict process model.
B. the bargaining zone model.
C. the types of third-party conflict resolution.
D. the sources of conflict.
E. the conflict escalation cycle.