Individuals with the capacity to control access to jobs and money are said to have:
A) reward power.
B) coercive power.
C) social power.
D) information power.
The three basic components of creativity in individuals and teams are ________.
A) cognitive skills, intrinsic motivation, and appropriate resources
B) skills in the task domain, skills in the communication domain, and intrinsic
motivation
C) domain-relevant skills, creativity-relevant skills, and intrinsic motivation
D) skills in the task domain, intrinsic motivation, and appropriate resources
Failing to return phone calls or respond to memos are examples of:
A) expressions of hostility.
B) obstructionism.
C) psychological contract violations.
D) overt aggression.
The tendency for companies to do well by doing good is known as:
A) corporate social responsibility.
B) the pyramid of corporate social responsibility.
C) the virtuous circle.
D) ethical imperialism.
Position power is based on a number of things including:
A) expertise.
B) charisma.
C) rational persuasion.
D) None of these.
In a classic study, it was found that decentralization:
A) improved job performance in a research lab, but interfered with performance for
people working on assembly-line jobs.
B) improved job performance in a research lab, but had no effect on job performance
for assembly-line workers.
C) did not improve job performance in a research lab, but improved performance for
people working on assembly lines.
D) had no effect on job performance in a research lab, but increased performance for
assembly-line workers.
An organization in which there are a lot of formal rules, people are treated in an
impersonal manner, jobs are carefully divided into specialized tasks, and employees
must check with their supervisors before making decisions, exemplifies:
A) scientific management theory.
B) the application of a human relations approach.
C) contingency management theory.
D) an ideal bureaucracy.
Being ethical is not the same as being legal. Therefore, it is useful to think of the law as:
A) something that ethical corporations simply have to work around.
B) raising the bar for acceptable standards that companies must reach.
C) taking the place of ethical behavior by corporate executives.
D) providing the minimum acceptable standard to which companies must adhere.
The major benefits of high consideration leadership styles are:
A) enhanced employee performance.
B) improved group atmosphere and morale.
C) decisive leadership and clear direction.
D) All of the above.
Table 16.2
Loading Dock One, an international products retailer, is going through organizational
change. The entrance of several low cost retailers into their market of quality
international gifts is forcing them to seek greater efficiencies so they can lower costs
and prices. Unfortunately, their employees are resisting the changes. They understand
competition is increasing, but they fear the changes will eliminate jobs or diminish the
variety of their work. Not only are the employees resisting, but it seems that the way
LDO has hired, trained, and rewarded employees also hinders the changes they want to
make. Some managers also are resisting the change because they can see their staffs
being reduced or their entire work units eliminated.
Refer to Table 16.2. It seems that the primary fear the employees have is:
A) economic insecurity.
B) structural inertia.
C) force of habit.
D) threats to social relationships.
Feelings of organizational commitment are enhanced by:
A) enriching individual’s jobs.
B) centralizing control and responsibility.
C) the use of progressive discipline to align individual values with the organization’s
values.
D) improving hygiene factors at work.
According to the competing values framework, the cultures of organizations differ with
respect to the values of ________.
A) flexibility and discretion versus stability, order, and control
B) internal affairs versus what is happening in the external environment
C) Both “A” and “B”
D) Neither “A” nor “B”
A group that is determined by the connections between individuals on an organizational
chart is known as a/n:
A) command group.
B) task group.
C) standing committee.
D) informal group.
The two-dimensional model of subordinate participation was designed to:
A) clarify what characteristics marked the leader.
B) address the problem of oversimplification of the autocratic-delegation model.
C) show the differences between managers and leaders.
D) address the gender bias inherent in the LPC model of leadership.
When followers need little guidance or emotional support, the best situational
leadership style is:
A) delegating.
B) selling.
C) telling.
D) participating.
High LPC leaders tend to be most effective when situational control is:
A) negative.
B) moderate.
C) very low.
D) very high.
While there are a variety of opinions on personality, an important determinant of human
behavior is:
A) the situation or setting of the behavior.
B) the age and general intelligence of the individual.
C) the gender and ethnic background of a person.
D) genetics; personality is almost solely determined by birth according to most social
scientists.
“Mike, I’m really in a bind. Unless I get that report finished, Mr. Johnson will be very
upset with me. Because you’re my friend, I’m asking you to help me out of this jam.”
The speaker appears to be relying on which of the following bases of power?
A) Referent power
B) Reward power
C) Coercive power
D) Legitimate power
There are a number of ways to promote high performance in teams, including:
A) encouraging intrateam competition.
B) basing compensation on performance only.
C) communicating the urgency of the team’s mission.
D) discouraging competition between teams.
According to the LPC contingency theory of leadership, the type of leader that will be
most effective is determined by:
A) the leader’s experience with grid training.
B) the degree to which the situation is favorable to the leader.
C) whether the leader is dealing with teams or individuals.
D) All of the above.
A recent study on diversity found that of the companies surveyed:
A) about 75 % had diversity management policies in place.
B) nearly 1/2 of all companies were doing nothing at all.
C) about 1/3 of all companies thought diversity management was a top priority.
D) 83% reported it was a fad, and they were doing nothing in that area.
When compared to turnover, absenteeism:
A) is temporary.
B) is a more expensive form of withdrawal.
C) involves only a trivial cost.
D) None of the above.
Rumors that reflect people’s wishes are known as:
A) pipe dreams.
B) smoke and mirrors.
C) wedge drivers.
D) home-stretchers.
According to image theory, decision-making is:
A) an automatic, intuitive process.
B) a deliberate process.
C) a search for the best solution.
D) done following a programmed approach.
Table 9.3
Jane has been tasked with the responsibility for opening the communication channels
between employees and management. She implements a simple system quickly, where
employees can share their good ideas about how to improve the organization by
submitting their ideas in writing and being rewarded for the ideas that are used by the
company. Corporate executives like the idea but they want broader participation. They
would like feedback from all employees if possible. Once they have that feedback, they
want to informally meet with selected employees to discuss the issues the broader
outreach raises.
Refer to Table 9.3. Jane’s initial effort for feedback is called a/an:
A) corporate hotline.
B) suggestion system.
C) employee survey.
D) brown bag meeting.
In Mintzberg’s framework, the ________ is the dominant group in a simple
organizational structure.
A) technostructure
B) strategic apex
C) operating core
D) support staff
Suppose you are busy working on a special report for your boss, and the deadline is fast
approaching. You ask your associate, Bill, who is not involved in the project, to help
you get the job done, and he agrees to, although the project has nothing to do with his
department or his work. Bill’s behavior is an example of
A) win-lose bargaining.
B) cooperation.
C) prosocial behavior.
D) organizational citizenship behavior.
Stretch goals, in which managers perform tasks they have never done before are known
as:
A) horizontal stretch goals.
B) vertical stretch goals.
C) equity goals.
D) expectancy goals.
Higher-ranking people having authority over those in lower-ranking positions refers to
what characteristic of an ideal bureaucracy?
A) Impersonal treatment
B) Formal rules and regulations
C) Authority structure
D) Hierarchical structure
The use of gain-sharing plans and other such long-term compensation techniques is one
way to:
A) manage the hygiene factors that improve organizational commitment.
B) use recruitment to select new people whose values match the company’s values.
C) align the interests of the employees with those of the company.
D) enrich jobs and make employees feel more responsible.
People perform at a higher level when:
A) they are asked to do their best.
B) they are not assigned specific goals.
C) they are asked to meet a specific high performance goal.
D) they are only assigned stretch goals.
The practice of willingly hiding relevant information by being secretive and deceitful is
known as:
A) counternorms.
B) ethical relativism.
C) stonewalling.
D) ethical imperialism.
Teddy, Inc., a teddy bear manufacturer, is conducting strategic planning because of
declining sales. They are thinking about adding new products and/or radically
restructuring the business to deal with the decline. This is an example of a:
A) market concentration strategy.
B) market-share increasing strategy.
C) profit strategy.
D) turnaround strategy.
Research shows that the relationship between job satisfaction and job performance is:
A) very strong, the higher the satisfaction the better the performance.
B) nonexistent, satisfaction has no relationship to organizational productivity.
C) positive but not strong, satisfaction does somewhat impact performance.
D) one that depends on the time of supervision and the level of control the employee
has.
Table 12.2
The boss wants the staff to work overtime this week on a big project. He tells the
managers that if they want to keep their jobs, they better keep their people here. Bob
goes to his department and calls a meeting. He explains the problem and asks if
everyone would be willing to stay and put in the time. His employees recognize his
right to ask them, he’s been good to them in the past, and they want to help him out, so
they all agree to stay. Joan goes to her department, calls everyone together and tells
them the bad news. She then begins assigning responsibilities and scheduling work.
One of her new supervisors says, “Who are you to tell us we have to work overtime?”
Her answer is, “I’m your boss, that’s who, now get with it.” Joseph offers everyone in
his department compensatory time and a pizza party if they put in the overtime.
Refer to Table 12.2. The boss is using ________ power to gain his managers’
compliance.
A) personal
B) coercive
C) legitimate
D) referent