Situational Leadership Theory is well supported by many scientific studies.
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It is easy to keep an accurate account of the contribution of each member in a team.
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The first step in managing stress is to assess colleagues in the workplace.
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The theories and concepts found in OB are drawn from two disciplines: human resources management and strategic management.

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Extraversion changes quite significantly over a person’s life span.

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Value-percept theory suggests that people evaluate job satisfaction according to specific “facets” of the job.

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Team processes are synonymous with ‘synergy.”
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Escalation of commitment refers to the decision to continue to follow a failing course of action.

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The Value-Precept Theory utilizes three critical psychological states to measure job satisfaction.

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Reputation is a tangible asset that depends heavily on a company’s ability to generate trust among its employees and customers.

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In general, relaxation techniques to reduce strain attempt to help people appraise and cope with stressors in a more rational manner.

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A high degree of goal interdependence exists when team members have a shared vision of the team’s goal.

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Boosterism involves speaking up and offering constructive suggestions for change.

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According to research, task conflict results in increased team effectiveness irrespective of the trust on the team and the manner in which the conflict is managed.
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Getting more from the team than you would expect given the capabilities of its individual members refers to process gain.

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Procedural justice tends to be a stronger driver of reactions to authorities than distributive justice.

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Work teams are designed to be relatively permanent.

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Individuals who value money for the achievement, respect, and freedom it confers value the rational meaning of money.
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Managers should be careful to offer the types of rewards people desire and not promise more than they can deliver when using legitimate power.
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A positive service culture has been shown to reduce accidents and increase safety-based citizenship behaviors.
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An organization’s reputation reflects the prominence of its brand in the minds of the public and the perceived quality of its goods and services.

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Strong cultures take a very long time to develop but are easy to change.
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Jan works on the budget team. Members include the bookkeeper who tracks the daily expenditures and revenues of the company, the accountant who takes the bookkeeper’s work and organizes it into financial statements including the cash flow statement, the income statement, and the balance sheet, and the analyst who interprets the financial statements. Once these three tasks have been accomplished, Jan prepares and presents the results to top management. Jan’s team engages in reciprocal interdependence.

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Personality refers to the structures and propensities inside people that explain their characteristic patterns of thought, emotion, and behavior.

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In contrast to cognitive coping, behavioral coping refers to the thoughts that are involved in trying to deal with a stressful situation.

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Stressors can cause gastrointestinal system problems.

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Learning is important because it has a significant impact on decision making.

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Additive tasks are those which depend on the performance and the abilities of the “weakest link.”

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High levels of specialization are more acceptable in smaller firms in which employees must be more flexible in their job duties.
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Oral expression refers to the ability to communicate ideas by speaking.

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Mergers often result in the creation of a strong culture.
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The socialization process ends once the employee starts handling the job all by himself/herself.
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With a delegative style, the leader plays no role in the deliberations unless asked.

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Static strength refers to the ability to lift, pull, or push very heavy objects using the hands, arms, legs, shoulders, or back.

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In reciprocal interdependence, members are specialized to perform specific tasks.

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Gossiping represents communication that is rude, impolite, discourteous, and lacking in good manners.

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The integrative model of OB was designed with the Rule of One-Eighth in mind.

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Exercise programs are particularly successful because they reduce the types of stressors that employees encounter.
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Exit is defined as a passive, destructive response to a negative work event in which interest and effort on the job declines.

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Causal inferences means establishing that one variable really does cause another.

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Which of the following has the characteristics of a team building role?

A. Initiator-contributor
B. Orienter
C. Energizer
D. Procedural-technician
E. Compromiser

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_____ is the use of favors, compliments, or friendly behavior to make the target feel better about the influencer.

A. Centrality
B. Personal appeal
C. Consultation
D. Ingratiation
E. Internalization

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Which of the following terms refers to the various people, places, and things that can inspire a desire to remain a member of an organization?

A. Focus of influence
B. Focus of commitment
C. Focus of attention
D. Focus of performance
E. Focus of dominance

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Quest, Inc., has a sign hanging in every employee’s cubicle that reads: “Together we are greater than any one of us.” This is an example of a(n):

A. ritual.
B. espoused value.
C. enacted value.
D. basic underlying assumption.
E. physical structure.

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The set of energetic forces that originates both within and outside an employee, initiates work-related effort, and determines its direction, intensity, and persistence is known as:

A. organizational commitment.
B. job satisfaction.
C. job performance.
D. motivation.
E. leadership.

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Researchers recognize ______ types of cognitive ability.

A. 5
B. 12
C. 4
D. 6
E. 10

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_____ commitment exists when there is a sense that staying at a firm is the “right” or “moral” thing to do.

A. Normative
B. Evaluative
C. Social
D. Continuance
E. Affective

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Personality is a collection of multiple _____.

A. abilities
B. traits
C. aptitudes
D. emotions
E. capacities

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If decision making is pushed down to lower-level employees, and these employees feel empowered to make decisions on their own, an organization has a _____ structure.

A. flat
B. decentralized
C. wide
D. narrow
E. centralized

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The two main types of spatial ability are spatial orientation and _____.

A. originality
B. flexibility of closure
C. perceptual speed
D. visualization
E. coordination

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Scenario: Extreme Rug
Tim is the project manager of the corporate structure team at Extreme Rugs. Tim’s team has been assigned the task to study and evaluate Extreme Rugs’ organizational structure. To collect the preliminary information, Tim divided the tasks among the team members to collect information on different elements of Extreme Rugs’ structure. Jeremy was asked to collect information on the degree to which tasks are divided into separate jobs. Joy was asked to collect information on formal authority relationships, Alice started looking into how many employees each manager has responsibility for, and Kathy was asked to collect evidence on the degree to which rules and procedures are used to standardize behaviors at Extreme Rugs. Tim decided to collect information and evidence on where exactly decisions are formally made at Extreme Rugs. The team decided to meet with information in two weeks.
Joy was asked to collect information on which of the following elements of the organizational structure?

A. Chain of command
B. Formalization
C. Centralization
D. Work specialization
E. Span of control

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The scientific method requires that theories be used to inspire _____.

A. auditing
B. hypotheses
C. experience
D. verification
E. intuition

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_____ can provide a ‘snapshot” of how satisfied the workforce is and, if repeated over time, reveal trends in satisfaction levels.

A. Focus groups
B. Structured interviews
C. Attitude surveys
D. Focus groups followed by interviews
E. Unstructured interviews

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A _____ span of control creates a _____ organization structure.

A. wide; flat
B. tall; flat
C. moderate; narrow
D. narrow; flat
E. flat; moderate

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In the 1960s, a popular ad stated that “Blondes have more fun!” This is an example of ______.

A. a positive correlation
B. negative causation
C. data
D. verification
E. a proven fact

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Dawson is a famous carpenter in Oregon. Though rugged, Dawson is good at carpentry and electrical work. According to the RIASEC model, the _____ type of personality dimension best describes Dawson.

A. enterprising
B. realistic
C. artistic
D. conventional
E. investigative

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Scenario: Extreme Rug
Ted is the project manager of the corporate structure team at Extreme Rugs. Ted’s team has been assigned the task to study and evaluate Extreme Rugs’ organizational structure. To collect the preliminary information, Ted divided the tasks among the team members to collect information on different elements of Extreme Rugs’ structure. Jeremy was asked to collect information on the degree to which tasks are divided into separate jobs. Joy was asked to collect information on formal authority relationships, Alice started looking into how many employees each manager has responsibility for, and Kathy was asked to collect evidence on the degree to which rules and procedures are used to standardize behaviors at Extreme Rugs. Ted decided to collect information and evidence on where exactly decisions are formally made at Extreme Rugs. The team decided to meet with information in two weeks.
On which element of organizational structure is Ted collecting information?

A. Chain of command
B. Formalization
C. Centralization
D. Work specialization
E. Span of control

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Low assertiveness and low cooperation represent which style of conflict resolution?

A. Competing
B. Avoiding
C. Collaboration
D. Compromise
E. Accommodating

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_____ can be described as emotionally charged judgments that arise through quick, non-conscious, and holistic associations.

A. Performance orientations
B. Intuition
C. Faulty attributions
D. Calculations
E. Rational decisions

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The knowledge and skills that distinguish specialists from novices is referred to as:

A. motivation.
B. expertise.
C. heuristic.
D. inspiration.
E. rationale.

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Which conflict resolution style is typically used by leaders when an issue is really not that important to them but is very important to the other party?

A. Accommodating
B. Compromise
C. Collaboration
D. Competing
E. Avoiding

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Of the Big Five, _____ is the easiest to judge in zero acquaintance situations.

A. openness to experience
B. conscientiousness
C. agreeableness
D. neuroticism
E. extraversion

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Which of the following specific principles considers an act to be morally right if the decision maker freely decides to pursue either short-term or long-term interests?

A. Egoism
B. Ethics of rites
C. Ethics of rights
D. Ethics of duties
E. Virtue ethics

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United Motors is facing shortage of funds and has decided to implement the piece-rate system of payment. This way the workers who perform better will get higher wages and it would not be a huge burden on the company’s bank account. Which of the following methods of reinforcement schedules has United Motors implemented?

A. Continuous
B. Fixed interval
C. Variable ratio
D. Variable interval
E. Fixed ratio

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To hold a high evaluation of oneself and to feel effective and respected by others are _____ needs.

A. control
B. self-actualization
C. esteem
D. autonomy
E. relatedness

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Which type of emotion best explains a distressing condition that has changed for the better?

A. Pride
B. Hope
C. Relief
D. Compassion
E. Love

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Gregory is a manager in an insurance company and heads a team of 30 agents. In order to meet the company’s target, every agent needs to increase his or her target for the month by 15 percent. Gregory promises his agents a bonus if the company’s target is met. Which influence tactic is Gregory using?

A. Pressure
B. Ingratiation
C. Coalition
D. Personal appeal
E. Exchange

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A worker comes late to the work site. An external attribution will occur if there is high ______, high ______, and low ______.

A. consensus; consistency; extinction
B. consensus; distinctiveness; consistency
C. consistency; distinctiveness; consensus
D. extinction; consistency; distinctiveness
E. consensus; consistency; distinction

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Which of the following is a unique feature of the citizenship component of corporate social responsibility?

A. It demands that organizations follow the prescribed ethical codes for their business.
B. It proposes that law represents society’s codification of right and wrong and must therefore be followed.
C. It ensures legal compliance so that a company’s reputation is protected against allegations like violation of intellectual property rights or labor laws.
D. It argues that organizations should contribute resources to improve the quality of life in the communities in which they work.
E. It represents the conventional level of moral development.

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The process of creating, selecting, or changing the structure of an organization refers to:

A. formalization.
B. organizational design.
C. specialization.
D. span of control.
E. work differentiation.

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Interpersonal citizenship behavior includes:

A. voice.
B. civic virtue.
C. sportsmanship.
D. boosterism.
E. secrecy.

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Differentiate between mediation and arbitration.

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Discuss briefly the four types of job performance management techniques.
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Describe the practices that organizations use to reduce employee strains.
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Discuss three specific factors that account for a team’s ability to make effective decisions. How can these factors be used for improving team decision making?
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Identify and briefly describe the five aspects of team composition.
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Which of the listed events would be considered non-work challenge stressors?
__ Jack needs to leave early if he is to attend his twin girls’ ballet recital.
__ Heather wants to take an art class that meets on Saturday mornings; but she has been asked to be on call for work three of the next eight Saturdays.
__ Budgie is in the process of getting a divorce.
__ Karen’s new job is much more complex than she thought it would be.
__ Tim’s promotion involves a great deal of added responsibility.
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Which of the following are considered organizational citizenship behaviors?
__voice
__ helping
__civic virtue
__ courtesy
__ sportsmanship
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Explain the Rule of One-Eighth.

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Explain the time-driven model of leadership using the seven factors.

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Critically examine the statement: “Leaders are born, not made.”

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Most teams go through five different stages of development. But how fast a team moves through each stage will depend on the team members, their skills, the work they are expected to do, and the type of leadership available to the team. Write a summary of the five-stage progression model.
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What is trustworthiness?Explain how employees can gauge the “track record” of their supervisors.
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There are many employee-centered measures of leader effectiveness. Some are focused on the leader’s effectiveness within the unit; others focus on the leader’s effectiveness within specific dyads. Which of the following represent dyad-focused measures of leader effectiveness?
(Check all that apply.)

__ I have enough confidence in my supervisor to defend and justify his/her decisions when he/she is not present to do so.
__ My working relationship with my7 supervisor is extremely effective.
__ My supervisor is effective in meeting our job-related needs.
__ My supervisor heightens out desire to succeed.
__ My supervisor used methods of leadership that are satisfying.

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Define emotional abilities. Identify and describe the four abilities related to emotional intelligence.

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There are six major categories of observable artifacts in a company’s culture. Match the following description to the type of artifact.
1.McDonald’s golden arches; Harley Davidson’s emblem; Texaco’s star; CBS’s peacock; Planter’s Mr. Peanut figure
2.CRTs, IVPs, & QUBs at a radiologist’s office; 24/7, TQT, 303, & 511 at Twitter; b-spec, S3, & LAAp in the military; TA, BusAd, ICS, Bio, Webreg, & ZotAlert at UCI.
3.The police seargeant saying “Be safe out there.” every day after handing out the day’s assignments; The Executive VP of a large company personally calling 5-10 employees each day to thank them for their hard work; Casual Fridays; once a month diversity lunches
4.Annual Founder’s awards for the most inovative idea of the year; Women in Aerospace annual awards dinner; graduation at a university;
5.open floor plans, cubicles vs closed-door offices, shared cafeterias or executive dining rooms, comfortable lounges for casual conversation or hard chairs in a cramped space with no windows for a break room

  1. Symbols
  2. Language
  3. Rituals
  4. Ceremonies
  5. e.Physical structures
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Define the terms stress, stressor, and strains.
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How does the anticipatory stage of the socialization process differ from the encounter stage?
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Define organizational behavior (OB). How does it differ from human resource management?
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