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Table 9.1
Organizational communication students are observing and studying the communication
at a corporate board meeting. Because the company is a multinational company, some
of the people present are wearing headphones to hear the simultaneous translation from
English language of the speaker at the head of the table, into their languages.
Refer to Table 9.1. When the non-English speaking members of the meeting respond to
the presentation with their comments and questions, they are:
A) encoding.
B) sending.
C) decoding.
D) giving feedback.
The process of breaking up organizations into coherent units is known as:
A) centralization of labor.
B) departmentalization.
C) retrofitting the organization chart.
D) restructuring the organizational chart.
The ability to analyze verbal information so as to make valid judgments on the basis of
logical implications of material is:
A) verbal comprehension.
B) verbal reasoning.
C) word fluency.
D) symbolic reasoning.
Effective organizational discipline:
A) follows punishment with noncontingent awards to show there are no hard feelings.
B) applies punishment consistently, across occasions.
C) takes extenuating circumstances into consideration.
D) begins the discipline interview with a statement of the probable punishment by the
manager.
Letting employees know that you are always available to talk is BEST known as which
of the following?
A) Using suggestion systems
B) Willingness to meet regularly
C) Conducting employee surveys
D) Using an open door policy
Table 12.3
G.C.I. is a company with a highly political environment. To survive, managers must be
adept at organizational politics. The company has clear lines of authority, operating
procedures, and company policies. But the CEO confers favors based on whom he likes
at the moment. Performance goals are not clear, career paths are confusing, and what
constitutes success for the company is never clarified; profit, market share, quality,
customer satisfaction, or what. The new marketing director sees that production and
finance have a great deal of power. So he approaches the production director and offers
to work closely with him to avoid creating demand he can't meet. When the marketing
director has an open personnel position and knows that the production director
desperately needs an assistant, the marketing director surrenders his position to the
production director. Seeing this relationship develop, the finance director begins to give
marketing only direct, selected information. He avoids meeting the marketing director
except in group meetings where there is no opportunity to talk one-on-one. The
marketing director immediately understands what is happening. He decides to enlist the
production director, the sales manager, and the human resource director in a plan to
reduce the finance director's power or even get him fired.
Refer to Table 12.3. The new marketing director is engaging in the organizational
political tactic of:
A) building powerful coalitions.
B) aligning oneself with more powerful others.
C) playing political games.
D) controlling access to information.
The practice of eliminating parts of organizations that focus on noncore sectors of the
business and hiring outside forms to perform these functions instead is called:
A) work restructuring.
B) rightsizing.
C) reducing.
D) outsourcing.
The leadership dimensions of consideration and initiating structure seem to be:
A) exclusionary, high in one means low in the other.
B) complementary, in that they work in combination.
C) independent, they have little if any effect on each other.
D) dependent, a leader can't be high in one without being high in the other.
According to research, military leaders were found to have high scores in the ________
decision-making style.
A) analytical
B) directive
C) conceptual
D) behavioral
Table 7.3
Randy, Marvin, and Mary Virginia sell for Made-for-You. As they are having lunch
together, Randy discovers that he is receiving a higher commission rate than Marvin or
Mary Virginia. When he excuses himself, Marvin and Mary Virginia start talking about
how Randy sells less than they do, has higher expenses, and has less time with the
company than they do. They are doing a slow burn by the time Randy returns to the
table.
Refer to Table 7.3. What is Randy's likely future behavior based on his discovery?
A) He'll work less hard seeing there is little connection between performance and pay in
his company.
B) He may adjust his thinking to the point of rationalizing why he should receive the
higher pay.
C) He'll be angry.
D) He'll do nothing but collect his check.
When working with people who have a high level of technical skill and want to be left
to manage their own jobs, the most effective leadership style would be:
A) permissive autocrat.
B) directive autocrat.
C) permissive democrat.
D) directive democrat.
The belief in one's own capacity to perform a task is known as:
A) self-esteem.
B) self-efficacy.
C) self-monitoring.
D) positive affectivity.
Which of the following is a potent source of stress for working parents?
A) role ambiguity.
B) qualitative overload.
C) role juggling.
D) social isolation.
Table 8.4
Nermina is preparing to implement teams in her functional area. Currently she is
studying how to create a team. In her past experience she often found that groups of
people did less work than just one or two people could do. It is now two weeks later.
Nermina is well into the process of creating teams. She is ensuring the correct
resources, both human and material are available for the team.
Refer to Table 8.4. What management mistake could Nermina make that would cause
her teams to fail?
A) Linking individual rewards to team performance
B) Diversifying the team membership
C) Emphasizing the urgency of the team's tasks
D) Failing to relinquish control to the team
It is at this Stage in the organizational innovation process when other parts of the
organization become involved in the process.
A) Stage 2 - setting the stage
B) Stage 3 - producing the ideas
C) Stage 4- testing and implementing the ideas
D) Stage 5 - outcome assessment
Research shows that when it comes to listening:
A) most people are aware of how other people perceive their listening skills.
B) most managers rate their listening skills as poor.
C) it is a significant tool that can lead to rapid advancement in organizations.
D) people listen more closely to upward communication than they do to downward
communication.
The Motivating Potential Score (MPS) is:
A) a summary index of how motivated employees are.
B) a score for how successful a company has been at motivating employees.
C) a summary index of a job's potential for motivating people.
D) None of these.
A formal group that is composed of individuals with some special interest or expertise
in a specific area, regardless of their positions in the organization, is known as a/n:
A) command group.
B) task group.
C) standing committee.
D) informal group.
Symbols intended to express emotion online (created with characters such as commas,
hyphens, and parentheses) are known as:
A) emoticons.
B) punctuation.
C) grapevines.
D) jargon.
Chris finds a way to make it easier for his subordinates to agree to his request. Chris is
using:
A) exchange.
B) legitimating.
C) pressure.
D) collaboration.
Fayol's principles of classical organizational theory include:
A) a concern for human motives like Mayo's Hawthorne studies.
B) a focus on maximum efficiency through the selection and training of employees.
C) the empowerment of employees through the elimination of the chain-of-command
and increased participation.
D) a division of labor, permitting people to specialize in those jobs they do best.
By forming groups, people realize the opportunity to:
A) share their mutual interests.
B) enhance their self-monitoring skills.
C) satisfy self-actualization needs.
D) do all of these.
Table 10.2
Decision makers have a number of options available to them as to how to categorize
and make decisions. Ray selected his job because he thought it simply felt like the right
place to work. The organization and job seemed to fit his values and career goals. When
the secretary that reports to Ray in his new job decides that she needs office supplies,
she calls up central purchasing and places an order. But in order to get the new
computer software she wants for her job, she has to get Ray to sign off on the purchase.
After six months on the job Ray concludes that he needs an assistant. He writes up the
job description, receives permission to recruit for the position. He receives about 150
resumes in the mail. He sets up interviews with the top 10 candidates. As he is
interviewing candidate number four, he decides he meets all the criteria and offers him
the job, which he accepts.
Refer to Table 10.2. Ray's decision-making process about his job seems to fit which of
the following descriptions the best?
A) This exemplifies the traditional analytical model.
B) This is an example of a programmed decision.
C) This is a decision with low risk and low uncertainty.
D) This is an example of the image theory model.
Companies making ________ explore new technology and operate under highly
uncertain conditions.
A) radical innovations
B) disruptive innovations
C) incremental innovations
D) manufacturer innovations
Power derived from one's control over valued resources, such as pay, is known as:
A) reward power.
B) legitimate power.
C) information power.
D) referent power.
Suppose that you have studied piano for many years and have practiced a certain
Mozart concerto diligently every day for six months. Now, you are about to perform it
in front of an audience. According to the drive theory of social facilitation, you would
be expected to:
A) play better than you did while practicing alone.
B) play worse than you did while practicing alone.
C) relax and ride on the efforts of others in the recital group.
D) Do none of the above.
People's fundamental beliefs regarding what is right or wrong, good or bad are known
as:
A) ethical values.
B) moral values.
C) business ethics.
D) social responsibility.
Making an effort to read memos and keep up with new information is an example of:
A) altruism.
B) conscientiousness.
C) civic virtue.
D) courtesy.
Studies have shown that job dissatisfaction tends to be associated with:
A) high rates of absenteeism.
B) low rates of voluntary turnover.
C) moderate job performance.
D) high unemployment rates.
The Internet is in a constant state of change. The availability of a free open-source suite
of applications software from Google, Sun Microsystems, and more has pushed
Microsoft to introduce its free Microsoft Web Apps. This is an example of ________
driving unplanned change in Microsoft's operations.
A) advances in technology
B) shifting employee demographics
C) government regulations
D) global economic competition
The use of influence in leadership is directed toward:
A) the attainment of personal goals.
B) the practice of organizational politics.
C) the attainment of organizational goals and purposes.
D) None of the above.
The degree to which individuals are capable of judging and accepting their positive and
negative qualities in an objective fashion is:
A) unbiased processing.
B) self-awareness.
C) relational authenticity.
D) authentic behavior.
The abuse of power is evidenced in ________.
A) strategic uncertainty
B) employee empowerment
C) expert power
D) sexual harassment
