Intellectual stimulation and individualized consideration are likely to be seen in the
management by exception (active) style of leadership.
Diversity management refers to being unbiased by overlooking the differences between
individuals in an organization.
In the case of process consultation, the consultants do not solve the organization’s
problems but rather guide or coach the client to solve his or her own problems after
jointly diagnosing what needs improvement.
Communication that flows from one level of a group or organization to a lower level is
called downward communication.
Rewards can offset dissonance.
Attention to detail is a primary characteristic of an organization’s culture that indicates
the degree to which management focuses on results or outcomes rather than on the
techniques and processes used to achieve them.
Managers must take individual differences, such as experience, personality, culture, and
the work task, into account to maximize employee performance and satisfaction.
Targeting recruiting messages to specific demographic groups underrepresented in the
workforce is an example of unfair discrimination.
Specificity refers to the degree to which a team reflects on and adjusts its master plan
when necessary.
According to Hofstede’s framework, ________ indicates the degree to which people in
a country prefer structured over unstructured situations.
A) collectivism
B) power distance
C) long-term orientation
D) uncertainty avoidance
E) individualism
Araceli is a team member in a large corporation. She never speaks in team meetings
because she has seen members talk behind each other’s backs after the meetings.
Members are constantly monitoring the other members’ work and looking for mistakes
to point out in a meeting. According to the information provided, which contextual
factor is lacking in Araceli’s team?
A) adequate resources
B) climate of trust
C) team structure
D) performance evaluations
E) leadership
Whether a candidate has high emotional intelligence would be a significant factor when
considering a candidate for the job of a(n) ________.
A) event planner who needs to coordinate with several people
B) engineer working on developing a software program
C) web researcher who needs to consolidate online travel information
D) copy-editor who checks spelling and grammatical errors in manuscripts
E) technical writer who needs to create a 1000-word article every day
Tim Wrench was leading the client services division of AmWeb for seven years when
he was asked to move to another region where the company was setting up its office.
Before moving, Tim was asked to help in finding a successor for him from his team.
Tim’s most obvious choice was Judy Judge, and the management accepted his choice as
Judy was a popular person across the company. Judy was known for her vivacious
nature, was often seen speaking to employees from various divisions, and was always
excited to take up a new opportunity. Once she became a leader, she continued to give
employees freedom and flexibility even if it resulted in deficiencies on the work front
like missed deadlines or low quality. Judy’s initial weeks as a leader were full of
confusion among her team members, but many felt that the situation would come under
control. When things did not improve in the next two months and many complaints
poured in from clients, the management realized that Judy was not the best candidate to
lead the team. Which of the following, if true, would best explain this outcome?
A) Judy was a high-performing employee and enjoyed good relationships with
everyone on the team.
B) Everyone felt Judy was given insufficient time to prove her worth as a leader.
C) Research has shown that traits can predict the emergence of a leader, but not his or
her efficiency as a leader.
D) The client complaints were a common thing encountered by the company.
E) Judy demonstrated low levels of consideration and high levels of task-orientation.
Internal equity refers to the ________.
A) list of the knowledge, skills, and abilities required in a particular job
B) arrangement of the elements of different jobs in the organization
C) worth of the job to the organization
D) organization’s pay relative to pay elsewhere in its industry
E) framework of tasks, duties, and responsibilities that the job involves
Which of the following questions best helps understand an employee’s organizational
commitment?
A) Do you feel you have a good working relationship with team members?
B) Do you feel the organization will take care of you and your family in times of need?
C) Do you enjoy your work even in the face of challenges?
D) Does the organization provide valuable feedback to help you increase productivity?
E) Do you believe in the organization’s objective on sustainable work practices?
________ is defined as the tendency to see members of the group of which we are a
part of as better than other people.
A) Ingroup homogeneity
B) Xenocentrism
C) Ingroup favoritism
D) Black sheep effect
E) Hindsight bias
If Alberta is a categorized as a Theory X manager, which of the following behaviors is
she most likely to exhibit?
A) She will empower her subordinates.
B) She will trust her employees to use their discretion in most matters.
C) She will strictly control all the details of any project she is managing.
D) She will delegate authority extensively to junior managers.
E) She will let her employees choose their own goals.
________ is a method of changing behavior through unstructured group interaction.
A) Action research
B) Planned modification
C) Process consultation
D) Sensitivity training
E) Psychoanalysis
Which of the following steps in Kotter’s eight-step plan for implementing change
represents the movement stage in Lewin’s three-step model?
A) Establish a sense of urgency by creating a compelling reason for why change is
needed.
B) Plan for, create, and reward short-term “wins” that propel the organization toward
the new vision.
C) Form a coalition with enough power to lead the change.
D) Create a new vision to direct the change and strategies for achieving the vision.
E) Reinforce the changes by demonstrating the relationship between new behaviors and
organizational success.
Which of the following is true regarding positive organizational scholarship?
A) It involves monitoring negative practices in organizations and rectifying them.
B) It deals with how employees should analyze weaknesses and convert them into
strengths.
C) It studies how organizations develop human strengths, foster vitality, and unlock
potential.
D) It dwells on limitations that an organization faces and how it can turn them into
opportunities.
E) It involves scrutinizing loopholes in organizational practices and filling gaps in
processes.
Janice Yoder works in an environmental campaigning organization and often needs to
interact with a large team for project implementation activities. However, she always
finds it difficult to work as a part of a team. She always seems to have major
disagreements with team members which lead to antagonistic relations between them.
Though she has moved from one team to another, her relations with colleagues always
seem to be hostile and cold. How would the attribution theory describe this behavior?
A) low on consensus
B) high on reliability
C) high on adaptability
D) high on consistency
E) low on distinctiveness
Describe the first step of the negotiation process. How does this step affect negotiating
parties’ relationship? How does the negotiating parties’ relationship help determine the
kind of bargaining that will be done (integrative or distributive)?
Explain impression management and discuss which impression management techniques
are most effective in an interview.
Explain the three components of creativity. Name two biases and give examples of how
they would affect creativity.
What impact do social activities have on one’s moods?
Briefly describe the five key traits in the Big Five model.
Discuss the advantages and disadvantages of a matrix structure.
What are the various organizational development techniques?
Samantha Reeves works as a sales manager at Synergy Bank. Explain the nature of
tasks she would be performing according to Mintzberg’s concept of leadership role.
Explain why affirmative action and attempts to encourage diversity within
organizations may be received unfavorably by employees. What can organizations do to
minimize unfavorable reactions to policies?