56.
(p. 163)
_____ is primarily based not on what you know, but who you know in the organization.
A.
Expert power
B.
Legitimate power
C.
Networking power
D.
Charismatic power
57.
(p. 164)
Which of the following is a defining characteristic of work teams?
A.
Work teams lead to increased income of the employees.
B.
C.
Work teams lead to duplication of work.
D.
Work teams challenge an individual’s expertise or abilities.
58.
(p. 165)
Which of the following steps is likely to help build an effective team?
A.
Encouraging the team members to practice groupthink
B.
Building the trust of the team members
C.
Promoting ethnocentrism among the team members
D.
Rewarding efforts of boss massaging by over those of team members
59.
(p. 166)
_____ is the network of shared values in an organization.
A.
Hidden agenda
B.
Group dynamics
C.
Corporate culture
D.
Valence
60.
(p. 170)
A way of describing the extent to which managers and others are truly willing to put the
shared values and expectations of a culture into action is known as ____.
A.
justice
B.
influence
C.
integrity
D.
equity
Fill in the Blank Questions
61.
(p. 156)
A(n) _____ group is governed by the official structure of the organization.
formal
62.
(p. 156)
A(n) _____ is a standard of behavior that is expected of members of a group.
norm
63.
(p. 156)
A(n) _____ is defined as two or more people who interact with other members on either an
individual or network basis.
group
64.
(p. 157)
The four stages of group development process focus on two behaviors of the group: _____
and group process.
task activity
65.
(p. 157)
_____ is the way team members deal with each other while working on a task.
Group process
66.
(p. 157)
_____ is the first step of the group development process in which members take a close
look at their task.
Forming
67.
(p. 157)
The forming stage of the group development process is also called ____.
orientation
68.
(p. 157)
_____ is the final stage in the group development process where the group works smoothly
in its roles and can accomplish its objectives.
Formalizing
69.
(p. 158)
_____ is acting in coordination and agreement with one’s group.
Conformity
70.
(p. 158)
_____ is a type of mistaken thinking that results from groups “getting along too well.”
Groupthink
71.
(p. 158)
The degree of ____, whether lower or higher than what one deserves, could affect the
morale of the members of a group.
status acceptance
72.
(p. 159)
_____ are individual members’ secret wishes, hopes, desires, and assumptions that they
don’t want to share with the group they belong to, although they will work hard to
accomplish them without being discovered.
Hidden agendas
73.
(p. 160)
When group leaders and members can identify and confront, _____ the strength and
integrity of the group increase.
hidden agendas
74.
(p. 160)
_____ is the ability to influence people to work toward the goals of an organization.
Leadership
75.
(p. 161)
_____ leaders have both concern for people and concern for getting the job done.
Participative
76.
(p. 161)
_____ approach is often called the laissez-faire leadership.
Free-rein leadership
77.
(p. 162)
_____ power is effective only when followers believe in the structure that produces this
power.
Legitimate
78.
(p. 163)
_____ is based on the attractiveness a person has to others.
Charismatic power
79.
(p. 163)
Through conscious effort, a manager can build a team of employees who will function as a
unit and achieve group goals. Such a group is known as a(n) ____.
work team
80.
(p. 168)
_____ means remaining predictable and fair.
Consistency
Short Answer Questions
81.
(p. 156)
What needs do people try to fulfill by joining groups?
By joining groups, people try to fulfill needs that can’t be met alone. These needs include
the need for affiliation, attraction, activities, assistance, and proximity.
82.
(p. 156–
157)
Describe a group.
A group is described as two or more people who interact with other members on either an
individual or network basis, and share common goals. They are governed by formal rules or
unspoken norms as a system of attitudes and behavior. They maintain stable role
relationships, and form subgroups through various networks of attraction and rejection.
83.
(p. 157)
Describe the formalizing stage of group development process.
In the formalizing step, a group works smoothly in its roles and can accomplish its
objectives. New roles are assigned as needed. Group members accept the role of both the
group and their role in the group.
84.
(p. 158)
What is conformity? Why do groups conform?
Conformity is acting in coordination and agreement with one’s group. One reason members
of groups conform is to avoid pressure or rejection by the rest of the group. Other reasons
may include a desire to meet the group’s shared objectives or to be rewarded for their
work.
85.
(p. 158)
What is status? What are the sources of status?
Status is the rank an individual holds within a group. It comes from a variety of different
sources, some based on formal factors and others on informal ones. Sources of status
include a person’s formal position in a company, effective interpersonal skills, personal
charm or charisma, educational level, physical appearance, persuasive ability, and other
values shared by the group.
86.
(p. 158)
How does the degree of status acceptance of a group member affect a group?
Group members with high status will usually have a high impact on the group morale, and
on its output. An important related factor is the degree of status acceptance. If you have
lower status in a group than you feel you deserve, then your own morale, and in turn, the
group’s morale, will be badly affected. Even the opposite—giving people more status than
they deserve or feel they deserve—can cause problems such as resentment from other
group members, or guilty feelings in the person with higher status than is deserved.
87.
(p. 158–
159)
List three solutions for removing group effectiveness barriers.
Three steps that will help improve group effectiveness are: 1) changing ineffective norms,
2) identifying problems, and 3) improving the composition of the group.
88.
(p. 160)
What is leadership?
Leadership is usually defined as the ability to influence people toward the attainment of
goals. Effective leadership, an extremely important factor in the study of human behavior,
is also one of the most talked about but least understood human relations topics.
89.
(p. 161)
Elaborate on the free-rein style of leadership.
Free-rein leaders often have subordinates who do not complain about the leadership;
however, these leaders are not really leading at all in any strict sense. This approach is
often called laissez-faire leadership. These leaders usually act as representatives for the
group allowing the subordinates to plan, control, and complete their tasks as they wish.
90.
(p. 161)
What type of a follower does a free-rein leader require in order to be successful?
A free-rein leader requires a certain kind of follower for any type of success. This follower
must be self-directed and motivated to act without intervention. He or she must also have
a clear vision of goals and how to accomplish them.
91.
(p. 162)
How is power different from authority?
Power can be defined as the ability of one person to influence another, whereas authority
is the power vested in a specific position within an organization. Some leaders have
authority, but little or no power. Other people—sometimes not even designated leaders—
have power despite having very little authority.
92.
(p. 162–
163)
How does a follower’s response to power determine its effectiveness?
The way followers respond to power largely determines its effectiveness. How the leader’s
power is received often depends on where the power comes from. Three power sources are
based at least in part on the position of the person using them. Therefore, they are often
seen as different forms of position power. They are legitimate power, reward power,
coercive power, networking power, expert power, and charismatic power.
93.
(p. 162)
What is the source of legitimate power?
The source of legitimate power is very similar to authority. It is based on the position a
person holds in an organization. This type of power is effective only when followers believe
in the legitimacy of the leader’s position.
94.
(p. 163)
When is coercive power used?
Coercive power is commonly used to enforce policies and regulations. When a leader has a
great ability to intimidate followers, this type of power is often used.
95.
(p. 163)
Describe expert power.
Expert power comes from a person’s knowledge or skill in areas that are critical to the
96.
(p. 163)
What is a work team?
A fairly recent use of groups and committees in an organization is known as team building.
Through conscious effort, a manager can build a team of employees who will function as a
unit and achieve group goals. Such a group is known as a work team.
97.
(p. 164)
Explain the advantages of work teams.
Work teams allow individuals to have more say in their jobs, because they can discuss
ideas with peers rather than just following instructions from a supervisor. This improves
job satisfaction. When job satisfaction is improved, morale and productivity rise. Most
people who work in teams say they would not want to go back to the “old” way of doing
business. The use of work teams typically improves the company’s “bottom line” while
producing a higher-quality workplace atmosphere for employees.
98.
(p. 165–
166)
What are the major qualities of organizational climate?
Perception is a very important part of organizational climate, as are structure and
interaction. Organizational climate involves the way members of an organization see it in
terms of trust, recognition, freedom to create, fairness, and independence. The climate is
produced by the way members relate to each other. It reflects the norms and attitudes of
an organization’s culture. It also influences and helps to shape the behavior of individuals.
99.
(p. 166)
How does a manager affect the organizational climate?
A manager has a heavy responsibility to lead the organization in a way that will produce a
good, or positive, organizational climate. Everyone in the workplace can affect the climate,
but the manager’s position allows more influence than managers themselves often realize.
A manager with a negative attitude can change a positive climate to a stressful one just by
walking into the room.
100.
(p. 167)
What are culture stories?
Any culture, be it a corporation, a nation, or a family, is preserved and defined by oral
history or culture stories. Culture stories are miniature myths. The culture of an
organization can be understood more fully by listening to these stories and finding common
themes in them.