Management by walking around occurs when senior executives get out of their offices
and communicate face-to-face with employees.
Emotional dissonance refers to the conflict experienced between the emotions we are
required to display and our true emotions in that situation.
Emotions generate a core affect that something is good or bad, helpful or harmful, to be
approached or avoided.
Most organizations begin with centralized structures and become more decentralized as
they grow larger and divide work into more specialized functions.
Studying OB at multiple levels is not recommended as it could lead to perceptual errors.
The primacy effect refers to the phenomenon of forming an opinion of other people
based on the first information perceived.
An ethical code of conduct is a statement about desired practices, rules of conduct and
philosophy about the organization’s relationship to its stakeholders and the
environment.
Incubation is the stage of creativity in which the problem is simmering at the back of
your mind while you are doing something else.
Supportive leadership is the same as people-oriented leadership.
Managers with an internal locus of control are viewed as more powerful because they
don’t act like they lack discretion in their job.
The incubation stage of creativity is more effective when the decision maker sets aside
all other activities and focuses attention on the issue or problem.
Job satisfaction is an ethical issue that influences the organization’s reputation in the
community.
A global mindset includes the capacity to empathize and act effectively across cultures.
The prospect theory effect motivates us to avoid losses.
Surface acting may result in stress and job burnout.
Which of the following is an advantage associated with using written communication
channels in persuading people?
A. It can make better use of the social perceptions of individuals.
B. It can be used as a medium for richer communication.
C. It is better in presenting technical details.
D. It can be used to obtain high-quality immediate feedback.
E. It sends emotional and logical messages to receivers.
CPA4UGina and Chen are both managers at CPA4U, a large accounting firm. Each has
a very different management style. Gina is very outgoing and constantly checking on
her subordinates to see if there is any way she can help them to complete their projects.
She also brings in fresh flowers for the lunchroom weekly and always remembers
everyone’s birthday. Chen is much more introverted and communicates with his
subordinates mainly through email and he has his subordinates submit daily reports on
their progress towards the weekly goals he has assigned them.Which type of leader is
Chen?
A. Servant leader
B. Emotional leader
C. Path-goal leader
D. Task-oriented leader
E. Transformational Leader
Which of the following third-party conflict resolution strategies is characterized by high
process control and high process control?
A. Inquisition
B. Arbitration
C. Mediation
D. Imposition
E. Compromise
Scenario: International Manufacturing & TradingInternational Manufacturing &
Trading (IMT) is a medium-sized U.S. company rapidly expanding in the Asian and Far
East markets. The company has decided to open a manufacturing plant in Japan,
Taiwan, and Malaysia. IMT will send key top managers from the U.S. office and will
hire the lower-level managers and employees from the local markets. IMT managers
realize that there will be some cultural differences but are unsure of what and how
much.IMT managers should know that employees from cultures with a high power
distance are more likely to:
A. use their power to obtain undue favors.
B. encourage consensus-oriented decision making.
C. avoid people in positions of power.
D. readily accept the high status of other people in the organization.
E. give their power to others as a sign of friendship.
Scenario: Kleen WaterproofingDave Docket, the installation manager at Kleen
Waterproofing, has been receiving customer complaints that several crewmembers
either come late to the job or they do not show up at all, without any communication
with the customers. The job completion dates keep getting delayed and customer
dissatisfaction keeps increasing. Dave has also just hired several new employees who
are motivated, able to perform their jobs, and have adequate resources. However, they
are not sure what tasks are included in their job. Dave is wondering how he can
understand what is going on with his crew behavior and what can he do to improve the
situation.Dave organizes a training program for his employees to teach them how to
operate the machines used for working. Which of the following attributes will show a
direct improvement because of this training?
A. Motivation
B. Role perception
C. Ethical sensitivity
D. Moral intensity
E. Ability
The organizational grapevine is useful because it:
A. is an effective way for management to inform employees about future organizational
changes.
B. provides detailed information that more formal communication channels tend to
ignore.
C. reduces information overload.
D. bonds employees together and fulfills their need for interaction.
E. allows organizations to hide important information from employees.
Motivation affects a person’s _____ of voluntary behavior.
A. direction, intensity, and persistence
B. antecedents, consequences, and reinforcers
C. size, shape, and weight
D. aptitudes, abilities, and competencies
E. agreeableness, locus of control, and ethical sensitivity
Whenever a team in Ads Today, an advertising firm, wins a new contract, the successful
team rings a loud bell and breaks out a bottle of champagne. In organizational culture,
this practice would be considered:
A. unethical.
B. a ceremony.
C. a mental model.
D. a symptom of a culture that is out of touch with its external environment.
E. irrelevant to the meaning or study of organizational culture.
The first stage of the creative process is:
A. divergent thinking.
B. preparation.
C. experimentation.
D. illumination.
E. intuition.
Which of the following is true about skill-based pay plans?
A. They discourage employees from learning new jobs.
B. They create a psychological distance between employees and managers.
C. They discourage poor performers from leaving the organization.
D. They can be expensive because they motivate employees to spend more time
learning new jobs.
E. They motivate employees to compete for promotions.
The distributive justice rule employs the concept of:
A. motivation.
B. individual needs.
C. equity.
D. goal setting.
E. performance feedback.
Which of the following statements about the strength of organizational culture and
organizational performance is true?
A. Organizations with stronger cultures tend to perform better than those with weak
cultures when the culture content fits the external environment.
B. There is no relationship between an organization’s cultural strength and its
performance.
C. Organizations with stronger cultures tend to perform better only when they acquire
other organizations with distinct cultures.
D. Organizations with stronger cultures almost always perform poorly compared to
those with weak cultures.
E. Organizations with stronger cultures perform poorly if they have subcultures.
As organizations grow older, they tend to:
A. become more formalized.
B. have a more centralized structure.
C. move toward a simple form of departmentalization.
D. shift from a mechanistic to an organic structure.
E. operate with a wide span of control and less standardization.
_____ leaders are agents of change because they develop an appealing vision of the
desired future state, communicate that vision in ways that are meaningful to others,
make decisions and act in ways that are consistent with that vision, and build
commitment to that vision.
A. Operational
B. Transformational
C. Charismatic
D. Collaborative
E. Transactional
To manage virtual teams effectively, organizations should:
A. provide documented work processes and clear objectives.
B. specify the communication technology that the teams should use.
C. avoid face-to-face contact between team members.
D. use virtual teams only for long-term projects.
E. monitor the progress of virtual teams closely and intervene quickly when problems
arise.
Jung’s psychological types are measured through the:
A. “Big Five” personality types.
B. locus of control scale.
C. instrument that also measures neuroticism.
D. Myers-Briggs Type Indicator.
E. self-monitoring personality test.
Which of the following steps occurs in self-leadership immediately after identifying
goals that are specific, relevant, and challenging?
A. Designing natural rewards
B. Self-monitoring
C. Self-reinforcement
D. Constructive thought patterns
E. Track keeping
Reward power is associated with charisma.