WorksheetsOB Final
Total questions: 56
Worksheet time: 2hrs 52mins
A team consists of employees from the same department who meet for a few hours each week to discuss ways of improving the work environment but they do not have the authority to unilaterally implement any of their suggestions. This is mostly to be a ___ team.
self-managed work
cross-functional
independent
virtual
problen-solving
Danny's boss is apathetic as to whether Danny works at home, at the office, or from his beach house. All he cares about is that the project is completed on time, on budget, and with exemplary quality. Which characteristic of organizational culture decribes this aspect of Danny's job?
high stability
high outcome orientation
low risk taking
high attention to detail
low aggressiveness
The 2 general grouping into which power may be categorized are ___
informal and legitimate
informational and personal
formal and informal
formal and personal
direct and indirect
___ is defined as the extent to which members of a group are similar to, or different from, one another.
conformity
universality
diversity
civility
homogeneity
contingency theories focus on the ___ that impact leadership success.
personality varibles
features of the followers
situational varibles
leader's abilities to inspire and transform followers
values and ethics
Which of the following types of power is most likely to be negatively related to employee satisfaction and commitment?
referent power
coercive power
reward power
expert power
legitimate power
___ are indicators of a strong organizational culture.
narrowly defined roles
high rates of employee turnover
high levels of dissension
completely horizontal organizational charts
widely shared values
GoAir, a low-cost airline, has created a team made up of employees from production, planning, quality control, tooling, design engineering, and information systems to automate the company's C-17 program. This team is most likely to be an example of a ___ team.
task
cross-functional
problem-solving
command
self-managed work
In her first few weeks at the marketing division of Rolland Retails, Judith Cox realized that Joshua, Doug, and Carl were closer to her manager, Eric Scott, than the other five team members. Eric, Joshua, Doug, and Carl came to work at the same time, were seen together at the cafeteria, and stayed late and worked when the need arose. In contrast to them, the other five team members did the routine jobs assigned to them, and their interactions lacked the understanding and camaraderie that Eric shared with the others. Joshua, Doug, and Carl make up Eric's ___.
out-group
nominal group
ingroup
reference group
peripheral group
According to the principle of unity of command, ___.
an organization should be departmentalized on the basis of functions
employees should report directly to two supervisors to maintain task balance
an individual should be directly responsible to only one supervisor
managers should oversee 1-4 employees on average
managers should limit their oversight to a maximum of 12 employees
When faced with a number of tight deadlines, Mandy Moore often delegates work collectively. Recently she chose some fairly experienced employees to work on a high-priority project. She was heartened to see that the selected group of employees was having numerous meetings and working hard. However, when she went to check on their progress at the halfway mark in the project schedule, she was shocked to see how little the team had done in the past three weeks. This scenario reflects___.
collective efficacy
ingroup favoritism
groupshift
groupthink
social loafing
A transactional leader is likely to ___.
reward employees for the work that they have done, thus recognizing accomplishments
pay attention to the emotional needs of others and consider individual differences
stimulate others in the organization to become thinkers of what the organization is all about
help followers trust the leader and develop a loyalty toward the common vision
avoid authoritarian, command, and control behaviors whendealing with employees
which of the following teams is more likely to be made up of employees from about the same hierarchical level but different work areas?
self-managed work
problem-solving
traditional
cross-functional
departmental
___ teams are defined as groups of employees who perform highly related or interdependent jobs and take on many of the responsibilities of their former supervisors.
self-managed work
cross-functional
independent
problem-solving
traditional
15. ________ refers ro degree to which members are attached to each other and motivated to stay in the group.
Cohesiveness
Assertiveness
Social dominance
Diversity
Authoritativeness
16. Proctors & Gamble has separate departments for Tide, Pampers, Charmin and Pringles. This is an example of departmentalization by_______
product
function
process
interest
geography
17. Which of the following types of teams allows for collaboration between team members who are physically dispersed?
problem-solving teams
command team
task teams
virtual teams
self-managed work teams
18. Which of the following terms indicates the tendency of individuals to spend less effort when working collectively?
groupthink
social facilitation
collective efficacy
social loafing
groupshift
19. Which of the following is a contributing factor with regard to social loafing?
difficult task assignments
heavy workload
severe time constrains
high collective efficacy
dispersion of responsibility
20. Which of the following statements is true regarding a work team?
Work teams involve members of random and varied skill sets
Work teams are less responsive to changes in the internal and external environment of the company
Work teams are rarely used in organizations today
Work teams generate positive synergy through coordinated effort
Work teams are generally less flexible than traditional departments
21. A work team is characterized by__________
the goal of sharing information
the individual accountability for outcomes and results
the presence of neutral to negative synergy
the availability of complementary skills among members
the mere accumulation of individual efforts
22. NIck, the director of manufacturing at a large electronics company, has created a team off eleven employees from quality control for working on high priority projects. Nick gives the team members the responsibility of planning and scheduling their own work and making all functional decisions. Also, members of this team evaluate each other’s performance. This is an example of a ______ team.
cross-functional
self-managed work
problem-solving
virtual
task-resolution
23. Detail orientation is one of the six primary characteristics that capture the essence of an organization’s culture. It indicates the degree to which_____.
employees are expected to exhibit precision, analysis, and attention to detail
work activities are organized around teams rather than individuals
management focuses on results or outcomes rather than on the techniques and processes used to achieve them
management decisions take into consideration the effect of outcomes on people within the organization
employees are encouraged to be innovative and take risks
24. ________ power is based on the fear of the negative results from failing to comply
Punitive
Abusive
Legitimate
Referent
Coercive
25. Charismatic leaders_______.
propose a vision of the future that is better than the status quo
ensure their own position as leader even if it means sacrificing others
engage in traditional behaviors that follow norms
avoid personal risk
focus on their own responsibilities largely ignoring the needs and feelings of employees
26. Power is a function of______
goal congruency
realization
dependence
inheritance
altruism
27. Grace works for a pet store where everyone is committed to the happiness of the animals. Often employees, bosses and hourly workers alike come into the store “off the clock” and spend time training the animals. Everyone loves the store, the animals and their jobs. This attitude of her co-workers inspires Grace to do her best. Based on this information, we can say that Grace is experiencing the effects of_______
low formalization
high work specialization
decentralization
organizational climate
high departmentalization
28. Which of the following statements is true regarding work specialization?
Work specialization indicates to what degree will there be rules and formalized regulations to direct employees and managers.
Work specialization hinders efficient use of employee skills.
Work specialization decreases efficiency and productivity.
Work specialization increases the cost of finding and training workers to do specific and repetitive tasks.
Work specialization decreases the time spent in changing tasks.
29. Which of the following accurately differentiates between work groups and work teams?
Work groups are used for functions relating to areas of the external environment, while work teams are exclusively used for departmental problems and issues.
Work groups are used by top-management employees, while work teams are used by lower-level workers.
Work groups involve members who have complementary skills, while work teams use employees who have random and varied skills.
Work teams generate a potential for an organization to generate greater outputs with no increase in inputs, while work groups cannot perform this function.
Work teams represent the mere accumulation of individual efforts, while work groups generate a positive synergy within the organization.
30. Which of the following statements is true regarding a cross-functional team?
Cross-functional teams are used for developing new ideas and coordinating complex projects.
In the case of a cross-functional team, the early stages of development are typically very short.
A cross-functional team is made up of employees from the same department.
Cross-functional teams have decreased in popularity in the last few decades.
A cross-functional team is made up of employees from different hierarchical levels.
31. Which of the following statements best describes the difference between organizational culture and job satisfaction?
Organizational culture is static, whereas job satisfaction is dynamic.
Organizational culture is descriptive, whereas job satisfaction is evaluative.
Job satisfaction is immeasurable, whereas organizational culture is measurable.
Job satisfaction depends upon the level of "power distance" in the country, but organizational culture does not.
Job satisfaction depends on the structure of the organization, but organizational culture does not.
32. Leaders who want to foster a climate that reinforces ethical behavior do all of the following except
set high ethical standards
reward employees demonstrating integrity
encourage integrity among employees
demonstrate good ethical behavior
use their charisma to enhance power over followers, directed towards self-serving ends.
33. ______ power represents the compliance that is achieved based on the ability to
Legitimate
Coercive
Personal
Reflective
Reward
34. In the context of behavioral dimensions of leadership identified in the Ohio State Studies, _______ is the extent to which a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings.
consideration
identification
authentication
task orientation
transaction
35. Virtual teams are characterized by ________ in comparison to teams which interact face-to-face.
low popularity among companies
low need for publicizing throughout the organization
the use of computers to interact
low sharing of unique information
low need for supervision
36. Virtual teams are characterized by ______ in comparison to teams which interact face-to-face.
low social rapport and direct interaction
low sharing of unique information
low need for supervision
low need for publicizing throughout the organization
low popularity among companies
37. Publishing representatives who call on college professors to inform them of their company's new publications have a great deal of freedom in their jobs. They have only a general sales pitch, which they tailor as needed. Based on this information, we can say that the job of these publishing representatives
scores low on the degree of formalization
scores low on the degree of work specialization
scores high on the degree of departmentalization
scores low on the degree of decentralization
scores high on the degree of centralization
38. Which of the following accurately differentiates between work groups and work teams?
Work groups involve members who have complementary skills, while work teams use employees who have random and varied skills.
Work teams represent the mere accumulation of individual efforts, while work groups generate a positive synergy within the organization.
Work groups are used by top-management employees, while work teams are used by lower-level workers.
Work groups are used for functions relating to areas of the external environment, while work teams are exclusively used for departmental problems and issues.
Work teams generate a potential for an organization to generate greater outputs with no increase in inputs, while work groups cannot perform this function.
39. Which of the following statements is true regarding a work team?
Work teams are rarely used in organizations today.
Work teams are less responsive to changes in the internal and external environment of the company.
Work teams involve members of random and varied skill sets.
Work teams are generally less flexible than traditional departments.
Work teams generate positive synergy through coordinated effort.
40. A narrow span of control
is expensive because it adds levels of management
discourages overly tight supervision
increases the speed of decision making
encourages employee autonomy
simplifies vertical communication
41. Legitimate power is directly based on
ability of the manager to serve his or her subordinates
charisma of the leader
personality traits of the manager
interpersonal trust and commitment of the manager
structural position of the manager in the organization
42. GoAir, a low-cost airline, has created a team made up of employees from production, planning, quality control, tooling, design engineering, and information systems to automate the company's C-17 program. This team is most likely to be an example of a ______ team.
self-managed work
task
cross-functional
command
problem-solving
43. To retain its edge in the organic health food market, Natura has established a high-priority team comprised of senior executives from the company's production, marketing, and research divisions. These employees work together closely to study consumer attitudes about organic health foods and come up with a closely monitored development and marketing strategy for new products. This ensures that each division is informed of the specific needs, timelines, and expected outcomes of the strategy. It also makes Natura a company that adapts to changes in market trends swiftly. The team Natura uses here is of the ________ type.
problem-solving
departmental
cross-functional
traditional
self-managed work
44. At the PR firm where Gerald works, everyone considers him to be very good with his work and depends heavily on his knowledge to help the organization to solve its problems. Gerald is often seen teaching interns a simpler way to present an article, helping project managers with scheduling, and even the CEO often asks him for his opinion on important matters because of his experience and skill. Gerald's specialized knowledge depicts his ___.
referent power
legitimate power
coercive power
reward power
expert power
45. Which of the following power tactics involves increasing the target’s support by involving him or her in decision making?
legitimacy
ingratiation
pressure
rational persuasion
consultation
46. Jean works for Fahrenheit Publishing, which is a publisher of scientific journals. The company is dominated by low risk taking and high attention to detail. jean’s department is committed to high team orientation and provides many team-building activities in which Jean and other department members work together and socialize. Which of the following statements best describes Jean’s department?
Jean’s department is an example of a primary microcosm
Jean’s department has developed a subculture
Jean’s department culture is stronger than the dominant culture in the organization
Jean’s department culture has low stability
Jean’s department culture is undefined
47. The more the lower-level personnel provide input or are actually given the discretion to make decisions, the ___ within that organization.
lower is the level of empowerment
higher is the degree of departmentalization
lower is the degree of work specialization
higher is the degree of formalization
higher is the degree of decentralization
48. The unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who report to whom is termed ___
path of power
span of control
chain of command
line of responsibility
web of authority
49. Which of the following statements is true regarding power?
The greater A's dependence on B, the greater A's power in the relationship.
A can have power over B only when A and B have similar goals.
If A has the capacity to influence the behavior of B, then A is said to have power over B.
A is said to have power over B if B controls something that A desires.
A can have power over B only if A is B's leader.
50. The primary quality produced by authentic leadership is
trust
reinforcement
supervision
authority
efficiency
51. Which of the following teams is more likely to be made up of employees from about the same hierarchical level but different work areas?
departmental
cross-functional
self-managed work
problem-solving
traditional
52. Which of the following statements best defines a work group?
A work group interacts primarily to share information, rather than to engage in work that requires joint effort.
A work group consists of members who work together and generate positive synergy through coordinated effort.
A work group consists of members having complementary skills that are applied in a coordinated fashion to the task at hand.
A work group performs at a level greater than the sum of its inputs from individual members.
A work group involves individual and mutual accountability regarding results and outcomes.
53. Which if the following is an advantage of group decision making when compared to individual decision making?
increased conformity pressures.
increased pace of decision making.
increased diversity of views.
increased ambiguous responsibility.
increased dispersion of accountability.
54. Fiedler defines the degree of confidence, trust, and respect that subordinates have in their leader as ______
leader-member relations
positional power
task structure
path-goal frameworks
follower variables
55. Chain of command is a key element of an organization’s structure. Which of the following key question is addressed by this element?
To what degree are activities subdivided into separate jobs?
How many individuals can a manager efficiently and effectively direct?
To what degree will there be rules and regulations to direct employees and managers?
On what basis will jobs be grouped together?
To whom do individuals and group report?
56. The instructors wishes his students
High scores on this test
Satisfied results for the final exam and the whole course
High GPA and graduation with happiness
Success, health, and happiness in career and in life
All of the above
