Task forces are temporary groups that typically investigate a particular problem and
disband when the decision is made.
When people join teams, they typically have a very low level of trust in the other team
members.
Organizations will be more responsive to the changing business environment if they
have very little conflict.
Creativity tends to suffer during times of downsizing and corporate restructuring.
The responding stage of active listening includes showing interest and clarifying the
message.
Organizational culture is a social control mechanism.
Task significance is the degree to which the job affects the organization and/or larger
society.
Unlike the traditional view of leadership, shared leadership lacks formal authority.
Team norms can contribute to resistance to change.
Decision makers have a need to reduce uncertainty, so they tend to engage in
solution-focused problem identification.
Creative people are more embarrassed when they make mistakes.
Peer pressure typically represents a form of coercive power.
Students experience sequential interdependence when they are lined up at the laser
printers trying to get their assignments printed just before a class deadline.
The systematic research anchor relies mainly on qualitative data and subjective
procedures to test hypotheses.
Talking while someone is speaking to you is interpreted by the Japanese as the person’s
interest and involvement in the conversation.
Mick works for a company as a financial analyst from home using information
technology. He does not work in a traditional physical workplace. This trend is known
as:
A. deep-level diversity.
B. work-life balance.
C. virtual work.
D. surface-level diversity.
E. frictional unemployment.
Which of the following is true about mental models?
A. Mental models usually help to improve organizational effectiveness.
B. Mental models are one of the artifacts of organizational culture.
C. Mental models are mainly used to decipher an organization’s culture.
D. Mental models can blind employees to new opportunities and unique problems.
E. Mental models are unrelated to organizational culture.
According to the action research model, the _____ before diagnosing the need for
change.
A. client-consultant relationship needs to be formed
B. effectiveness of the change effort needs to be evaluated
C. disengagement of the consultant’s services needs to be addressed
D. change effort needs to stabilize
E. intervention needs to be introduced
One of the defining characteristics of a functional organizational structure is that it:
A. has a narrow span of control and high degree of formalization and centralization.
B. is the structure that organizes employees around specific knowledge or other
resources.
C. overlays two organizational structures in order to leverage the benefits of both types
of structure.
D. uses self-directed work teams rather than individuals as the basic building block of
organizations.
E. is an alliance of several organizations for the purpose of creating a product or serving
a client.
Which of the following statements about values is true?
A. They have fairly low conflict with each other.
B. They describe what we naturally tend to do.
C. They are not influenced much by socialization.
D. They guide our decisions and actions.
E. A person’s hierarchy of values typically changes a few times each year.
High-cohesion teams perform poorer than low-cohesion teams when:
A. the team faces external competition.
B. the team has more than fifteen members.
C. the team leader has less knowledge and skills than the team members.
D. team norms undermine the organization’s performance.
E. teams have tight deadlines.
_____ is a conscious process of making choices among one or more alternatives with
the intention of moving toward some desired state of affairs.
A. Decision making
B. Bounded rationality
C. Divergent thinking
D. Prospect theory
E. Scenario planning
_______ is a system whereby newcomers are assigned to coworkers for sources of
information and social support.
A. Realistic job preview
B. Work ownership
C. Relational partnership
D. Psychological contract
E. The buddy system
Which of the following leadership approaches directly support the idea that the
“romance of leadership” is important in leadership?
A. Transformational leadership perspective
B. Managerial leadership perspective
C. Implicit leadership perspective
D. Contingency perspective of leadership
E. Servant perspective of leadership
An influence tactic is called ‘soft” because it:
A. lacks strength.
B. appeals to people’s value system.
C. are based on nonverbal communication.
D. is based on personal power.
E. is based on legitimate authority rather than coercion.
Which of the following is a consequence of power?
A. Employees who feel more power feel dissatisfied.
B. When people become more powerful, they hide from their environment.
C. Increasing power over others can potentially undermine an individual’s effectiveness
and interpersonal relations.
D. Powerful people gain the added skill of empathizing with subordinates.
E. People with power engage in mindful thinking and are concerned about the
consequences of their actions.
Charlotte InternationalEmployees at Charlotte International have been frustrated with
the management on just about everything. The conflict episodes are viewed by both
sides as personal attacks rather than attempts to resolve problems. Both sides have
decided to seek third-party dispute resolution. Management prefers a third-party
intervention that has high process and decision control while employees prefer a high
level of process control and not decision control.Management at Charlotte International
appears to prefer which of the following types of third-party intervention?
A. Arbitrator
B. Competitor
C. Mediator
D. Inquisitor
E. Abstainer
During the _____ stage of team development, team members shift their attention away
from task orientation to a relationship focus.
A. forming
B. storming
C. norming
D. adjourning
E. performing
Which of the following statements about evaluation apprehension in team settings is
true?
A. Evaluation apprehension increases with the individual’s motivation to share his or
her ideas.
B. Evaluation apprehension is more likely to occur when team members formally
evaluate each other’s performance throughout the year.
C. Evaluation apprehension motivates team members to generate creative solutions, no
matter how silly they may sound.
D. Evaluation apprehension tends to affect the discipline and functioning of team
meetings.
E. Evaluation apprehension can be extremely productive if the leader is skillful and
charismatic.