Unlock document.
This document is partially blurred.
Unlock all pages and 1 million more documents.
Get Access
When we describe leaders in terms of their desire to lead, their cognitive abilities, etc.,
we express a trait perspective of leadership.
Vice president of marketing is an example of a line position.
The use of quality circles (QC) is an effective way to implement organization-wide
change.
Information based power comes from one's position within the organization.
A joint venture is a form of organizational diversification that adds unrelated businesses
to the core business.
A matrix structure combines functional and product organizational strategies.
When an organization focuses on minimizing losses it is following a low-cost strategy.
A boundaryless organization is such because it removes the internal and sometimes the
external barriers between functions within the organization.
Standards are about ethics while beliefs are about moral values.
To be a good leader, you have to be born with leadership skills.
Feedback to employees is very important in enhancing employee motivation for goal
attainment.
Memos, e-mail, and faxes are examples of written communication that are "rich"
because of the amount of information they provide.
The Federal Prosecution of Business Organizations is a revision of the Federal
Sentencing Guidelines for Organizations.
The ability to move quickly is known as speed.
Culture-free IQ tests are biased because they do not give an advantage to members of
any one particular group.
The high-tech revolution has contributed to the trend of downsizing at many
organizations.
If Melba is more influenced by negative information than by positive information in her
decision-making, then she is experiencing the attribute framing effect.
Sarbanes-Oxley is designed to guard against future accounting scandals.
Someone who leaves a job because he/she believes that quitting is ethically appropriate
because it avoids stagnation is quitting because of normative reason.
Both practical and cognitive intelligence are measured by IQ tests as they both consist
of verbal, math, and reasoning skills.
If we allow our initial judgment of someone to shape our subsequent impressions and
behavior, we have made a halo effect error.
Time management can be an effective personal stress management strategy.
People use stereotypes as mental shortcuts to help them organize their perceptions of
others.
Jargon is actually beneficial in maintaining an organization's culture.
The final stage of organizational innovation is assessing the outcome.
The Pygmalion effect is simply the self-fulfilling prophecy in its positive form.
The neoclassical approach to organizational design overcomes the fault of classical
design by stressing there is no one best design for an organization.
In the U.S., strategic decisions tend to be made primarily in the interest of employees.
The primary motive behind companies engaging in diversity management is to improve
business.
Prejudice in the work place can be based on age in that younger workers can find
themselves the victims of prejudice as much as older workers.
Status symbols generally have a derogatory effect on groups, and therefore should be
avoided in organizations.
The key to the success of a virtual organization is the mix of shared core competencies.
In the four-stage process of team creation and development, Stage 2 involves ensuring
that the team has the proper resources that it needs to function.
Tom is using a personality test in the hiring process that yields consistent scores among
all the applicants tested but frequently doesn't provide an accurate measure of the
candidate's personality. This test has:
A) high validity and low reliability.
B) high reliability and low validity.
C) low reliability and low validity.
D) high validity and high reliability.
The notion that it is much better to be feared than loved is associated with:
A) learning goal orientation.
B) performance goal orientation.
C) avoidance goal orientation.
D) Machiavellianism.
Characteristics of depersonalization include:
A) an attitude of exhaustion.
B) tendency to become cynical.
C) tendency to derogate others.
D) All of the above.
According to ________, the effect of any social force acting on a group is divided
among its members.
A) social facilitation theory
B) social impact theory
C) drive theory
D) team development theory
Julia has powerful feelings of helplessness and a sense of ongoing depression. This is
an example of:
A) depersonalization.
B) emotional exhaustion.
C) physical exhaustion.
D) feelings of low personal accomplishment.
David gave very negative feedback to Fred. This feedback angered Fred. This is an
example of what cause of conflict?
A) Grudges
B) Malevolent attributions
C) Destructive criticism
D) Distrust
Ken promises his subordinates benefits if they comply with his requests. Ken is using:
A) exchange.
B) legitimating.
C) pressure.
D) collaboration.
The belief that getting even is justifiable is an example of:
A) positive attitude toward revenge.
B) high trait anger.
C) primal-order aggression.
D) overt expression rather than suppression of anger.
Jim is in China teaching English as a second language. Even though both he and his
students are using English to communicate, Jim can promote cross-cultural
communication by:
A) carefully evaluating the messages of the students.
B) assuming the student's perspective on English is different than his own.
C) assuming his perceptions of their presentations is correct.
D) doing all of these things.
Intrinsic task motivation tends to be high when:
A) an employee is using a creativity heuristic in his/her thinking.
B) the employee has a personal interest in the task.
C) the company offers a significant financial reward.
D) all of these conditions are present.
In matrix design, organizations in which both the functional lines and the product lines
are permanent and equally strong are known as:
A) temporary overlay organizations.
B) mature matrix organizations.
C) permanent overlay organizations.
D) adapted matrix organizations.
Which of the following is not one of the basic types of personal power?
A) Expert power
B) Referent power
C) Rational persuasion
D) Coercive power
Organic organizations are characterized by:
A) authority that is diffused throughout the organization.
B) rigid rules regarding routine jobs.
C) involvement in a stable business environment.
D) high employee specialization.
________ is the tendency to show self-discipline and strive for competence and
achievement.
A) Conscientiousness
B) Extroversion
C) Openness to experience
D) Emotional stability
The capacity to endure physical activity is known as stamina.
All of the following are characteristics of the Constant Critic EXCEPT:
A) engages in name-calling.
B) constantly harangues the victim about his or her incompetence.
C) makes aggressive eye contact.
D) intimidates by slamming things and throwing objects.
Machiavellianism is noted for which of the following principles?
A) Do whatever it takes to get the job done right.
B) It is better to be humble than formidable.
C) Do whatever it takes to defeat others or gain advantage over them.
D) The rights of the individual cease when they impact the rights of the group.
Table 10.3
Nancy recently tried to talk her executive management team into moving into
international markets. She emphasizes the positive opportunities that were possible, but
her supervisors turn her idea down because they fear the risks involved. They preferred
expanding existing markets to entering new markets. Nancy reviews the meeting with
her supervisor later to see how she could improve it. Her supervisor says that she didn't
provide sufficient information prior to the meeting and several of the executives were
drawing on information currently on their desks, showing the international market was
a dangerous place to be, rather than the exciting opportunity Nancy tried to present.
Gail, Nancy's friend, suggested at lunch that the 'old-boys' network was functioning,
and she was turned down because they weren't going to let some pushy woman tell
them what they should be doing. About four months after the presentation, the
executive management team meets again to decide about the investment of capital and
effort. Existing markets are drying up, and if the company doesn't move into new
markets, especially internationally, it may well fail. Obsolescence of the product line
and the growth of competition is destroying their market share and profitability.
However, the management team decides to invest more money and effort into existing
markets and to let the international idea sit.
Refer to Table 10.3. Gail's explanation of the failure of the presentation relates it to:
A) a representativeness heuristic.
B) an availability heuristic.
C) bias toward an implicit favorite.
D) bounded discretion.
Downward communication includes which of the following types?
A) Instructions
B) Commands or orders
C) Feedback on past performance
D) All of the above.
The practice of subjecting individuals to negative, unwanted or abusive conditions is
known as:
A) counterpower.
B) hostile environment sexual harassment.
C) pressure.
D) quid pro quo sexual harassment.
Table 10.1
Brian, Chen, Adrienne, Sandra, and Jill are working on a company problem. Jill is
deeply concerned for the company and how the solution will affect the personal
development of employees. She is open to the others' suggestions and will tend to make
her decision in the meeting. On the other hand, Brian wants a simple, clear, quick
solution. He only gathers the minimum necessary information and tends to rest on rules
or precedent to make his decision. Adrienne has just retired from a successful 20-year
career in the Army as a logistics officer.In contrast to Brian, Chen enjoys the
problem-solving process. He wants to look at a complex solution because he wants the
best possible solution. Sandra is the facilitator of the group. She reminds the group to
think of the solution's impact on the employees. Sandra has a strong future orientation
and enjoys her role as facilitator because it allows her to initiate new ideas.
Refer to Table 10.1. Jill's decision-making style is apparently:
A) directive.
B) analytical.
C) conceptual.
D) behavioral.
Which of the following is one of the most popular social influence tactics used with
peers in organizations?
A) Coercive
B) Ingratiating
C) Personal appeal
D) Consultation
A supervisor whose actions seem to fall in between an autocratic style and a delegation
style would be said to have a ________ leadership style.
A) directive
B) two-tiered
C) permissive
D) participative
In terms of the managerial grid, a manager who is high in concern for production and
low in concern for people is said to have a/an ________ management style.
A) task
B) impoverished
C) middle-of-the-road
D) country club
A primary reason for absenteeism is:
A) dislike for a superior.
B) poor performance.
C) a lack of motivation.
D) dissatisfaction with the job.
Employees resist change when they derive a sense of security from doing things the
same way, knowing who their co-workers are, and who their bosses are. This resistance
is from:
A) threats to social relationships.
B) locus of control.
C) the fear of the unknown.
D) economic insecurity.
Organizations that are concerned with stability and control but are external in their
orientation are said to have a(n):
A) market culture.
B) clan culture.
C) adhocracy culture.
D) competing values culture.
In path-goal theory, if the leader is setting challenging goals and seeking performance
improvement, he/she is using the ________ style.
A) instrumental
B) supportive
C) participative
D) achievement-oriented
The idea that no culture's ethics are better than any other is embraced by which of the
following:
A) ethical imperialism.
B) ethical relativism.
C) Sarbanes-Oxley.
D) False Claims Act.
The U.S. style of training in avoiding sexual harassment would be questioned in which
of the following regions?
A) South America
B) Africa
C) Middle East
D) Northern Europe
Table 10.3
Nancy recently tried to talk her executive management team into moving into
international markets. She emphasizes the positive opportunities that were possible, but
her supervisors turn her idea down because they fear the risks involved. They preferred
expanding existing markets to entering new markets. Nancy reviews the meeting with
her supervisor later to see how she could improve it. Her supervisor says that she didn't
provide sufficient information prior to the meeting and several of the executives were
drawing on information currently on their desks, showing the international market was
a dangerous place to be, rather than the exciting opportunity Nancy tried to present.
Gail, Nancy's friend, suggested at lunch that the 'old-boys' network was functioning,
and she was turned down because they weren't going to let some pushy woman tell
them what they should be doing. About four months after the presentation, the
executive management team meets again to decide about the investment of capital and
effort. Existing markets are drying up, and if the company doesn't move into new
markets, especially internationally, it may well fail. Obsolescence of the product line
and the growth of competition is destroying their market share and profitability.
However, the management team decides to invest more money and effort into existing
markets and to let the international idea sit.
Refer to Table 10.3. The turn down by Nancy's bosses is an example of:
A) an escalation of commitment.
B) bounded discretion.
C) framing effects.
D) a representativeness heuristic
Why should an organization strive for an affectively committed workforce?
Distinguish between personal and position power and explain the bases of each.
Discuss groupthink and ways to avoid it.
How can you overcome bias in social perception?
List the factors contributing to the benefits of making a change.
How does leadership in self-managed teams work? How is it different from leadership
in other contexts?
What are the qualities of an authentic leader?
Explain the nature of upward, downward, and lateral communication in an organization.
Discuss the three types of goal orientations.
Does organizational development really work?
Briefly describe the type of task involved and who the typical decision maker is for
programmed and nonprogrammed decision.
Identify the eight steps in the decision-making process.
Define Machiavellianism and review its tenets.
Describe the processes involved in observational learning.
Identify and explain the "Big Five" dimensions of personality.
