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The more scarce, dynamic, and complex the environment, the more organic a structure
should be.
The expression of emotions in speeches can be a critical element that makes people
accept or reject a leader's message.
In the context of the Fiedler contingency model, leader-member relations measures the
degree of influence a leader has over power variables such as hiring, firing, discipline,
promotions, and salary increases.
Substantive selection methods are the heart of the selection process and include written
tests, performance tests, and interviews.
The potential for conflict increases when too much communication takes place.
According to the two-factor theory, adequate hygiene factors provide job satisfaction.
Internal equity refers to the worth of the job to the organization.
High levels of both job involvement and psychological empowerment are positively
related to ________.
A) withdrawal behavior
B) positivity offset
C) organizational citizenship
D) emotional contagion
E) cognitive dissonance
The HR department at Bailey Services is considering offering telecommuting as an
option to some experienced employees. At a meeting to formalize the move, the heads
of the different departments met with Laura Watson, the HR manager. Laura, who
thought this meeting would be a short one, was proven wrong when all the members,
who had previously agreed that telecommuting would work in their company, began
coming up with divergent views. By the end, two divisions claimed they had major
concerns about allowing employees to telecommute, and those in favor of it were
equally vocal. This scenario depicts the operation of ________.
A) conformity
B) groupshift
C) role conflict
D) groupthink
E) social loafing
Diane Fielding, owner of the famous Mint chain of restaurants, planned to revamp the
whole concept and structure of her outlets. With this purpose in mind, she selected five
managers from her existing outlets based on their performance in relation to targets,
experience, and motivation. Each manager was asked to take up an aspect of the
restaurant's functioning like menu, d©cor, and customer service measures. Diane was
sure that this group of high performers possessed a clear understanding of the ground
realities, which made them the best candidates to contemplate and implement the
required changes. In order to reward them, she announced a hefty bonus for their
collective performance. Six months later, after the changes were implemented, Diane
realized that the group had made many questionable decisions, which were resulting in
problems. Which of the following, if true, would best explain this outcome?
A) The team members had skills that were complementary to each other and added
value to the project.
B) The team members had high levels of affective commitment to their jobs as Diane
was a good leader.
C) Typically, these managers viewed each other as competition as Diane only rewarded
the highest earning outlet with incentives.
D) Two of the branches of Mint were located in the suburbs, while the other three
outlets were located in busy areas and witnessed more customers.
E) The team members were clear about their duties, and role ambiguity was minimal.
The unbroken line of authority that extends from the top of the organization to the
lowest echelon and clarifies who reports to whom is termed ________.
A) chain of command
B) path of power
C) span of control
D) line of responsibility
E) web of authority
Jessica recently joined a new company and was first introduced to Michelle, her cubicle
neighbor. Michelle came across as amiable and cheerful. During lunch she met another
colleague, Carrie, who did not come across as friendly as Michelle. In this situation,
Jessica's interpretation of Carrie's personality is most likely to be affected by ________.
A) confirmation bias
B) contrast effect
C) fundamental attribution error
D) self-serving bias
E) bandwagon effect
Henry Hutchins is discontent with his job but believes that his supervisor is a good man
who will do whatever is necessary to reduce his dissatisfaction with the job. He has
decided to just wait and give his supervisor some time until conditions improve.
Henry's response to this problem is termed as ________.
A) exit
B) voice
C) loyalty
D) neglect
E) ratification
Individuals low in self-monitoring ________.
A) tend to display their true dispositions and attitudes in every situation
B) are pragmatic, maintain emotional distance, and believe ends can justify means
C) have a grandiose sense of self-importance, require excessive admiration, and are
arrogant
D) are easily distracted, disorganized, and unreliable
E) tend to dislike themselves and view themselves as powerless over their environment
Which of the following statements is true regarding effects of national culture on
organizational culture and ethical behavior within organization?
A) As compared to managers in the United States, managers in developing economies
are less likely to see ethical decisions as embedded in a social environment.
B) Organizations can safely ignore local culture while establishing its operation in
another country.
C) Generally, U.S. managers see bribery, nepotism, and favoring personal contacts as
highly unethical.
D) Organizational cultures rarely reflect national culture.
E) Most U.S. managers do not view profit maximization as a moral obligation.
Which of the following power tactics uses warnings and threats and is typically the
least effective of all the power tactics?
A) coalitions
B) exchange
C) pressure
D) rational persuasion
E) consultation
________ refers to basing managerial decisions on the best available scientific proof.
A) Emergency management
B) Personal knowledge management
C) Property management
D) Evidence-based management
E) Knowledge management
Our tendency to take personal pride or offense for the accomplishments of a group we
are a part of is the territory of the ________ theory.
A) social exchange
B) expectancy
C) social identity
D) reinforcement
E) equity
The ________ theory is also called motivation-hygiene theory.
A) hierarchy of needs
B) goal-setting
C) self-determination
D) cognitive evaluation
E) two-factor
As a consequence of the information circulated by the grapevine in an organization,
employees experience ________.
A) increased clarity
B) increased power
C) increased member satisfaction
D) increased certainty
E) increased anxiety
Maura Ruiz has been working in the e-learning industry for over eight years. She is
aware of the fact that in this industry, once an employee has learned his or her job, the
work becomes fairly automatic and competence can be achieved rapidly. She has been
noticing how in her team, this competence has come along with a lot of complacency;
the employees, though able, are unwilling to work hard. According to the situational
leadership theory, to rectify this situation, Maura would benefit the most if she uses the
________ style of leadership.
A) task-oriented
B) production-oriented
C) participative
D) directive
E) autocratic
Sophia is a valued employee in your department. She is positive and dependable but
lacks ambition and has stagnated in her position this year. She also is consistently late
on deadlines, although the work she turns in is usually flawless. Choose one of the
performance evaluation methods discussed in the chapter and use it to evaluate the three
most popular sets of criteria for Sophia. Explain why your evaluation method is strong
or weak and how it could be improved.
Written tests are used during the ________ stage of the selection process.
A) cognitive
B) associative
C) analytic
D) substantive
E) initial
Green Planet, an environmental organization, recently opened an office in Indonesia.
The organization is currently looking for employees to staff a deforestation project in
the country. They need to recruit individuals who understand the intricacies of Jakarta's
culture and the mindset of the locals and are fluent in the local language. Which of the
following are they most likely to consider while they recruit for these positions?
A) race
B) age
C) beliefs
D) gender
E) length of service
Compare and contrast exclusion and intimidation at workplaces with the help of an
example.
Sally has just been passed over for a promotion and is still earning less than $40,000 a
year. She is experiencing a very low level of job satisfaction. Describe two active
responses that Sally might undertake due to her dissatisfaction. Design a plan that
Sally's immediate supervisor can use to diffuse the situation and keep her on board with
the company.
Describe the various forms of nonverbal communication.
Describe the three stages involved in the process of socialization.
Discuss some of the psychological consequences of stress and describe some of the
individual approaches to managing stress.
Discuss the advantages and disadvantages of oral communication.
Discuss the problems underlying the work-life conflict and explain some of the
techniques that an organization can use to help employees achieve the work-life
balance.
What is job enrichment? Describe various methods of job enrichment based on the job
characteristics model.
