__________is the process by which a person learns the values, norms, perspectives, and
expected behaviors to participate in an organization.
a. Negotiation
b. Adaptation
c. Selection
d. Socialization
Theory Y reflects the assumption that people are basically lazy and not motivated to
work and that they have a natural tendency to avoid responsibility.
a. True
b. False
According to Maslow’s hierarchy of needs theory of motivation, the most basic human
needs are:
a. esteem needs.
b. affiliation needs.
c. physiological needs.
d. safety needs.
According to the path-goal theory of leadership, involves planning, making schedules,
setting performance goals and behavior standards, and stressing adherence to rules and
regulations.
a. achievement-oriented leadership
b. participative leadership
c. directive leadership
d. supportive leadership
Steve leads the administrative department of Mayo Pvt. Ltd. He encourages people to
perform to their maximum potential by providing support and regular feedback. He
ensures that the opinions of his team members are considered before a decision is taken.
He does not believe in rigidity and inviolate procedures. In the context of the given
scenario, Steve holds that:
a. wealthy employees should be given more power.
b. people at the bottom of1he mganizational hi=hy should haveno power.
c. human capital is more important than fmancial capital.
d. tangible assets form the fmancial basis oftoday’s economy.
According to the acquired needs theory, people who have a high need for affiliation:
a. are passive and uncritical.
b. are successful “integrators” whose job is to coordinate the work of departments.
c. tend to enjoy work that is entrepreneurial and innovative.
d.successfullyattainthetoplevelsintheorganizationalhierarchy.
A passive follower:
a. displays critical, independent thinking.
b. possesses the courage to initiate change.
c. does not exhibit active participation.
d. typically carries out any and all orders.
Effective followers are characterized by both mindfulness and a willingness to act and
are essential for an organization to be effective.
a. True
b. False
To take a chance and improve things means leaders have to push beyond their comfort
zone.
a. True
b. False
Employee motivation rarely affects productivity.
a. True
b. False
Colleen is a medical researcher at Octagon Pharmaceuticals. She called attention to the
illegal marketing of a drug produced by the company, despite threats from her
superiors. Colleen’s behavior can be best described as:
a. unethical behavior.
b. authoritarian leadership.
c. stewardship.
d. whistle blowing.
To effectively manage up requires understanding what leaders want and need.
a. True
b. False
People in organizations rise to the top because they:
a. refrain from creating hopes that things will tum out well.
b. have the ability to identity problems.
c. can instill in others a sense of hope for the future.
d. are always cautious when interpreting situations.
A safe harbor where ideas from employees can be developed without interference from
company bureaucracy or politics is called an:
a. idea champion.
b. idea incubator.
c. open culture.
d. change agent.
Appreciative inquiry engages individuals, teams, or the entire organization in creating
change by:
a. reinforcing positive messages and focusing on learning from success.
b. implementing new systems and procedure to facilitate the change.
c. focusing on short-term accomplishments that people recognize.
d. creating a results-oriented and aggressive organizational culture.
A humble leader may make more risky and daring decisions, whereas a hero leader will
seek advice.
a. True
b. False
Power is realized through the processes of politics and__________.
The of leadership conceptualized leadership as a single person who put everything
together and influenced others tofollow along based on the strength of inherited traits,
qualities, and abilities.