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Groups tend to be responsive to self-imposed demands, whereas teams tend to be
responsive to the demands of management.
Tim is leading an effort to lower resistance to significant planned change at his
company. He is beginning by developing a more open organizational climate, trying to
adopt a more informal organizational structure, and build a commitment to the change
among employees. Tim's efforts are an example of creating a learning organization as
an effort to reduce resistance.
When someone intentionally says malicious things about another person with the
intention of damaging that person's reputation, the rumor involved is called a wedge
driver.
Considering how to increase market share and profit or how to focus on key markets are
all part of the development of competitive strategies within the strategic planning
process.
A study in South Africa of the effects of using the Job Characteristics Model in job
redesign showed increased employee motivation, decreased absenteeism, but it had no
effect on job performance.
An individual experiencing high levels of stress may have a weakened immune system.
Susie is excessively apprehensive and nervous about most things in her life.We can say
that Susie is suffering from emotion control.
In terms of organizational commitment, continuance commitment is the strength of a
person's desire to work for an organization because he/she agrees with its goals.
The process of organizational innovation begins with setting the stage and then
producing the ideas.
Generally speaking, a superior's pay should not be revealed to subordinates because
inequitable feelings may result.
Whether groups perform better than individuals depends on the nature of the task
performed and the expertise of the people involved.
Ethical relativism calls for adopting the ethics of the country in which one is doing
business.
If Michiko seeks to mediate and settle conflicts in her group, she is fulfilling the role of
compromiser.
Decision makers who use as much data as possible in considering complex solutions
based on ambiguous information are using a directive decision-making style.
Burnout can be marked by cynical attitudes, a tendency to minimize your own
contributions, and a feeling of physical or emotional depletion.
If you are asking for someone's participation in a decision in order to exercise social
influence on him or her, you are using the tactic of ingratiation.
The most effective teams are not placed under time pressures or challenged by a sense
of urgency because it will lead to either sloppy work or being overwhelmed.
When organizations use cross-functional teams, people are usually members of one
team only.
People throughout the world generally portray particular emotions by using the same
facial expressions.
Breaking a group into subgroups and promoting open inquiry in decision-making are
ways to avoid groupthink.
The False Claims Act provides procedures for reporting fraudulent behavior against
U.S. government agencies.
Due to advances in technology, one-way communication is now more commonly used
in organizations than two-way communication.
Research suggests that teams can enhance commitment levels among employees.
Ethical imperialism asserts that the ethical standards in one's own culture are superior.
In organizations using cross-functional teams, the boundaries between all teams must be
considered permeable.
When a company selects, trains, and rewards employees well for performing certain
jobs, the company has built in work group inertia as an organizational barrier to change
efforts.
In terms of employee motivation and benefits to the company, it is better to overpay
employees than it is to underpay them.
The concept of Machiavellianism stems from a ruthless strategy for seizing and holding
political power in the 16th century.
Nancy is in the process of deciding which markets her company should pursue in the
next five years. Nancy is making a nonprogrammed strategic decision.
Negative reinforcement and punishment are synonyms.
People in powerful positions tend to reward people whose linguistic styles match their
own.
People high in self-monitoring are less likely to engage in politics than those low in
self-monitoring.
A key element that makes strategic alliances between U.S. and Chinese companies
somewhat difficult is the strong cultural differences between the two countries.
An OD intervention in which teams of participants work off-site to develop and
implement new ways of solving organizational problems by focusing on the
ineffectiveness of current methods is called appreciative inquiry.
The degree to which individuals perform specialized jobs is dependent on the size of
the organization.
When a person experiences stress due to gender-related unwanted communication or
contact, she is likely experiencing which of the following:
A) role conflict.
B) quantitative underload.
C) role ambiguity.
D) sexual harassment.
Companies are taking positive steps to help employees with personal needs and family
obligations because doing so:
A) helps them retain employees.
B) attracts the best-qualified candidates for jobs.
C) permits employees to focus on the job and achieve higher performance.
D) results in all of these outcomes.
Evaluation apprehension is the fear of ________.
A) jobs that require repetitive motion
B) being evaluated or judged by another person
C) being required to evaluate others
D) introspection and soul-searching
Kathleen is a first-line supervisor new to self-managed teams. In adapting her
leadership to a team setting, Kathleen should:
A) focus on one-on-one relationships.
B) spend her time training the team.
C) concentrate on expanding the teams' capabilities.
D) direct them toward their goals.
In one set of experiments in the Hawthorne studies, researchers were puzzled when they
found that ________ for subjects in the test room relative to subjects in a control room.
A) productivity improved when physical conditions were improved
B) productivity improved when physical conditions were made worse
C) productivity was lowest when illumination was the greatest
D) productivity improved regardless of whether brightness increased or decreased
The ________ involves dividing the many tasks performed within an organization into
particular jobs.
A) delineation of staff
B) span of control
C) division of labor
D) hierarchy of authority
People who score low in LPC tend to:
A) perceive someone with whom they do not want to work in positive terms.
B) be relationship-oriented.
C) be primarily interested in attaining success at the task.
D) be none of the above.
The form of training that combines classroom training with on-the-job training is:
A) corporate universities.
B) executive training.
C) leadership training.
D) apprenticeship programs.
In addition to traits, an individual's motivation is also determined by ________, the
particular strategies used when he or she attempts to meet workplace objectives.
A) automatic responses
B) time-management skills
C) motivational skills
D) task representations
The process of using information technology to change a physical task into one
manipulating data or digital commands is called:
A) outsourcing.
B) rightsizing.
C) automation.
D) informating.
Feeling valued by others in the organization provides an explanation for organizational
justice effects. This explanation is known as:
A) interaction effects.
B) informational justice.
C) group-value explanation.
D) interpersonal justice.
According to the job characteristics model, a worker's knowledge of the actual results
of work activities is determined by:
A) task significance.
B) feedback.
C) autonomy.
D) skill variety.
The first step in the use of the Delphi technique is:
A) posing the problem.
B) enlisting the cooperation of the experts.
C) recording the experts' responses.
D) having the experts comment on each other's responses.
By 2050, at the current population growth, the number of people who consider
themselves to be multiracial is expected to:
A) increase twofold.
B) double.
C) triple.
D) quadruple.
Table 15.4
Five organizations in your community are being studied using Mintzberg's perspective
on organizational design. One is a high-tech organization with a simple structure,
decentralized authority, and support staff is the dominant element in the organization. A
second company operates in a stable industry, each employee's work is highly
specialized, and decision-making is concentrated at the top of the organization. There is
also a family medical practice with three doctors who are partners. The operating core
is the dominant element, and decision-making is vested in the doctors. Finally, there is a
retail dealer mall for antiques and collectibles, which is dominated by its strategic apex
element.
Refer to Table 15.4 The high-tech company is an example of Mintzberg's:
A) simple structure.
B) machine bureaucracy.
C) professional bureaucracy.
D) adhocracy.
The notion that morality is for the weak is:
A) learning goal orientation.
B) performance goal orientation.
C) avoidance goal orientation.
D) Machiavellianism.
Generally, training people to be more creative involves two key practices. ________ is
one of the practices involved in promoting creativity.
A) Taking the time to understand the problem.
B) Encouraging openness to new experiences
C) Maximizing the search for optimal solutions
D) Both "A" and "B"
An organizational chart indicates the:
A) informal patterns of communication between people.
B) interrelationships with external business partners.
C) formal patterns of communication, who talks to whom.
D) communication style of the organization.
________ is a set of social science techniques designed to plan and implement change
in work settings for the purpose of enhancing both personal and organizational
effectiveness.
A) Organizational change
B) Organizational development
C) A quality of work life program
D) First-order change
According to some estimates, stress plays a role in ________ percent of physical
illness.
A) 20-30
B) 30-40
C) 40-60
D) 50-70
George and Jean have vastly different opinions. Their difference of opinion is an
example of:
A) affective conflict.
B) substantive conflict.
C) process conflict.
D) deviance.
Table 12.2
The boss wants the staff to work overtime this week on a big project. He tells the
managers that if they want to keep their jobs, they better keep their people here. Bob
goes to his department and calls a meeting. He explains the problem and asks if
everyone would be willing to stay and put in the time. His employees recognize his
right to ask them, he's been good to them in the past, and they want to help him out, so
they all agree to stay. Joan goes to her department, calls everyone together and tells
them the bad news. She then begins assigning responsibilities and scheduling work.
One of her new supervisors says, "Who are you to tell us we have to work overtime?"
Her answer is, "I'm your boss, that's who, now get with it." Joseph offers everyone in
his department compensatory time and a pizza party if they put in the overtime.
Refer to Table 12.2. The power that Joseph uses to get his people to work overtime is:
A) reward power.
B) legitimate power.
C) referent power.
D) charisma power.
Table 16.2
Loading Dock One, an international products retailer, is going through organizational
change. The entrance of several low cost retailers into their market of quality
international gifts is forcing them to seek greater efficiencies so they can lower costs
and prices. Unfortunately, their employees are resisting the changes. They understand
competition is increasing, but they fear the changes will eliminate jobs or diminish the
variety of their work. Not only are the employees resisting, but it seems that the way
LDO has hired, trained, and rewarded employees also hinders the changes they want to
make. Some managers also are resisting the change because they can see their staffs
being reduced or their entire work units eliminated.
Refer to Table 16.2. The initial organizational barrier to change seems to be:
A) work group inertia.
B) shifts in the balance of power.
C) economic insecurity.
D) structural inertia.
The final stage of the creativity process is:
A) preparation.
B) allow ideas to incubate.
C) document insight.
D) verify ideas.
Attitudes are:
A) temporary feelings about something.
B) a combination of positive and/or negative feelings about one's job.
C) relatively stable clusters of feelings, beliefs, and behavior tendencies.
D) negative views of others based on the group one believes they belong to.
The management theory that views workers as self-motivating, interested in their work,
having a need to achieve and be recognized, etc., is:
A) Theory X.
B) Theory Y.
C) classical management theory.
D) scientific management theory.
Switching back and forth between the demands of work and family is called:
A) role conflict.
B) role juggling.
C) role ambiguity.
D) qualitative overload.
The ability to move quickly is known as:
A) strength.
B) flexibility.
C) stamina.
D) speed.
An ethical issue in organizational development is that ________.
A) OD promotes automation, which leads to reduced employment opportunities.
B) appreciative inquiry leads to learning-centric organizations.
C) many OD practices violate equal opportunity legislation.
D) changing workers in ways they may not want is manipulative and inappropriate.
Happier people tend to ________ less happy people.
A) under-perform
B) out-perform
C) take more jobs than
D) Both A and C.
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. The translators doing the simultaneous translation from English into
other languages represent ________ in the communications model.
A) encoding
B) sending
C) channel
D) decoding
Speaking favorably about the organization to outsiders is an example of:
A) psychological contracts.
B) OCB-I.
C) OCB-O.
D) both OCB-I and OCB-O.
The cognitive framework consisting of attitudes, values, behavioral norms, and
expectations shared by organization members, is referred to as:
A) organizational culture.
B) intrinsic task motivation.
C) innovation.
D) technology.
Nonverbal communication is a significant portion of a message. Explain how mode of
dress, waiting time, seating position, and body language can affect the communication
process.
Identify the three managerial mentalities that discourage ethical behavior.
Is organizational development inherently unethical?
You are designing a training program for managers, managing teams. Identify the four
major stages of team creation.
What is ethnorelativistic thinking and how do managers promote it?
How can a manager become a supportive communicator?
What are the four steps in the executive coaching process?
Why were researchers confused over their initial findings in the Hawthorne Studies?
What conclusions did they ultimately come to?
Discuss the various forms of verbal communication and when it is appropriate to use
each one.
Explain how future, leaner organizations will use technology and staffing policies to
become more efficient.
Discuss organizational behavior's development in the modern era, noting key current
trends.
Identify the two key factors that affect whether someone decides to quit, according to
the unfolding model of voluntary turnover.
Identify the three guiding principles of global ethics.
Identify the three levels of moral reasoning.
What is 'impression management'? Describe the term and offer some tips as to how it is
done.
Discuss why overpayment is problematic from an equity standpoint.
Describe the most typical techniques used to exert social influence over others in
organizations.
What are the consequences of job dissatisfaction?
Offer some tips on developing successful teams.
