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Total questions: 122
Worksheet time: 1hrs 1mins
Which of these refers to small refinements in current organizational practices or routines that do not challenge, but rather build on or improve, existing aspects and practices within the organization?
Differentiation change
Incremental change
Culture change
Technological change
Structural change
Which of these refers to significant shifts in an organizational system that may cause significant disruption to some underlying aspect of the organization, its processes, or structures?
Transformational change
Incremental change
Culture change
Technological change
Differentiation change
Which of these represents a kind of change that is necessary for an organization to achieve the focus it needs to make needed transfer missions and work it does feel to stay competitive in the current or larger organization, larger market environment, or societal environment?
Differentiation change
Structural change
Culture change
Technological change
Strategic change
Which of the following definitions of leadership is adopted by your textbook authors?
Leadership is initiating structure so group members know how to complete a task.
Leadership is the art of persuasion.
Leadership is the process of developing a vision, communicating that vision, and orchestrating the group’s energy toward goal attainment.
Leadership is defined as a social influence relationship between two or more persons who depend upon one another for the attainment of certain mutual goals in a group situation.
None of these.
Which of the following statements regarding the differences between management and leadership is NOT true?
The two concepts are defined differently.
Leaders and managers come to be in their positions of headship through different processes.
Managers and leaders are often differentiated from one another in terms of the type and sources of power they exercise.
Leaders are seen as motivating primarily through extrinsic processes while managers motivate primarily through intrinsic processes.
Effective leadership often calls for the ability to manage, and effective management often requires leadership.
All of the following are key components of the leadership process EXCEPT:
The context
The followers
The consequences
The vision statement
The leader
The major determinant of the most effective style of leadership will be:
The task
The context
The follower’s personality
The consequences of the prior leadership situation
The leader’s personality
The relationship between leader behavior and follower behavior can best be characterized as:
Leader behavior has little effect on follower behavior
Follower behavior has no effect on leader behavior
While the effectiveness of leader behavior is determined by follower characteristics or expectations it has also been found that follower behavior determines leader behavior
Leader expectations of follower behavior determine leader behavior and follower expectations of leader behavior determine follower effectiveness.
None of these.
Two important group outcomes or consequences of the interactive process that unfolds between a leader, follower, and the situation include:
Group cohesiveness and task performance
Group cohesiveness and group maintenance
Task performance and group maintenance
Group superiority and group cohesiveness
Task performance and group superiority
The leader that members of a group acknowledge as their leader is:
The formal leader
The task leader
The group maintenance leader
The informal leader
The initiating structure leader
Leaders who stem from the dynamics and processes that unfold within and amongst a group of individuals as they work on the achievement of a collective goal are called:
Formal leaders
Designated leaders
Emergent leaders
Evolving leaders
The initiating structure leader
When power or influence within an organization flow to individuals or leaders who have the ability to help an organization or group handle challenges, the leadership influence is one based on:
A designated leader
A formal leader
An informal leader
Critical contingencies
The initiating structure leader
When people surrender their power to define reality for themselves to individuals whom they believe are capable of making meaningful contribution to those needs, they have surrendered their power because of:
Critical contingencies
Informal leadership
Idiosyncrasy credits
Formal power
The initiating structure relationship
An essential ingredient for effective leadership is the exercise of:
Patience
Understanding
Power
Politics
Morals
A leader who operates from a base of power where others want to associate with or be accepted by him or her is called:
Referent power
Reward power
Expert power
Legitimate power
Coercive power
When followers’ form of compliance is one of “how much am I getting,” or “how much should I give,” the base of power is probably:
Legitimate power
Reward power
Referent power
Coercive power
Expert power
Power with respect to leadership essentially answers the question:
Who
When
How
Why
What
Research evidence suggests that which one of the following bases of power is the most effective in terms of its impact upon follower commitment, motivation, performance, satisfaction, and group effectiveness?
Position
Expert
Legitimate
Reward
Coercive
A leader who wants to communicate a vision in such a way that it provides meaning will likely use:
The mission statement
The referent base of power
Storytelling
Reward power
Carrot and sticks approach
A Theory X leader would be more likely to exercise which of the following leadership styles?
Permissive democratic
Directive democratic
Directive autocrat
Free rein
Permissive autocratic
A Theory Y leader would likely tend to exhibit which of the following leadership styles?
Boss centered
Permissive democratic
Permissive autocratic
9,1 on Blake and Mouton’s grid
Directive autocrat
The starting point for the development of the study of leadership began with:
McGregor’s Theory X and Theory Y
The great man theory
Autocratic and democratic leadership styles
Napoleon
Frederick Taylor
The great man theory of leadership basically states that:
Leaders rise from a state of fortuitous circumstances
Leaders are developed as a result of being in situations that require the use of power
Leaders are born
Historically the best leaders have tended to be autocratic
Leaders emerge out of crisis
The question, “What are the distinguishing characteristics of effective leaders?” sparked what approach to the study of leadership?
Great man theory
Contingency theory of leadership
Trait approach to leadership
Behavioral approach to leadership
Charismatic approach to leadership
Which of the following is NOT one of the traits identified by Locke as a precondition that endows people with leadership potential?
Drive
Honesty
Cognitive ability
Willingness to tolerate frustration
Knowledge of the business
According to personality psychologists, leader traits will play a stronger role shaping leader behavior in what type of situations?
Weak
Strong
Structured
Bureaucratic
All of these.
Recent evidence on sex and gender role as they relate to leadership suggests:
Sex appears to be more predictive of emergent leaders than gender role
Those individuals with feminine role characteristics or exhibit cheerfulness are more likely to emerge in leadership roles
Androgynous individuals tend to be at a disadvantage as emerging leaders
Individuals who simultaneously possess both masculine and feminine characteristics are as likely to emerge in leadership roles as individuals with only masculine characteristics
None of these.
Positive mood has been shown to:
Be most strongly associated with the feminine role
Be unrelated to gender role
Be associated with interpersonal competence and more effective functioning as a leader
Result in low self-monitoring and more effectiveness as a leader
Be most strongly associated with the masculine role
The knowledge, skills, and receptiveness to learning that an individual brings to a task or job refers to:
Job experience
Intelligence
Ability
Motivation
Emotion
All of the following are determinants of individual performance in organizations EXCEPT:
Motivation
Ability
Market competition
Constraints
Accurate role perceptions
A force within or outside of the body that energizes, directs, and sustains behavior is known as:
Ability
Effort
Intensity
Motivation
Emotion
Generally speaking, motivation arises inside people as a consequence of:
Intentions and cognitive dissonance
Unmet needs and intentions
Cognitive dissonance and unmet needs
Pain avoidance and unmet needs
Pain avoidance and intentions
We really could not talk about motivation without the:
Inherent drive of unfilled needs
Hedonistic tendencies of individuals
Interaction of individuals and their situations to satisfy unmet needs and resolve dissonance
Notion of cognitive dissonance
Individual’s desire for pain avoidance and organizational intentions
The amount of effort that a person exerts to achieve a level of job performance is:
Intensity
Direction
Work motivation
Persistence
Cognitive dissonance
The intention to exert effort in order to achieve a goal or target refers to what component of motivation?
Intensity
Persistence
Direction
Goal setting component
Cognitive dissonance
The degree to which people put forth effort to achieve their target refers to what component of motivation?
Intensity
Persistence
Direction
Goal setting component
Cognition
As a manager, which of the following would be most helpful in distinguishing both intensity and direction components of motivation?
Role analysis technique (RAT)
Self-efficacy
Clarification of role perception
Behavior modification
Cognitive dissonance
The two major sets of motivation models or theories of motivation are called:
Context and content theories
Process and context models
Content and process theories
Need theories and instinct theories
Contingency and situational theories
Which of the following statements regarding needs is most true?
Needs provide intensity in the motivation process.
A manifest need is a need that motivates across time and situations.
Hedonism was an early motivation theory assuming people seek pain and avoid pleasure.
Needs provide direction in the motivation process.
None of these.
Whatever need is motivating a person at a given time is:
Probably a physiological or safety need
Given today’s environment a self-actualization need
A manifest need
A human condition that becomes energized when people feel deficient in some respect is:
The physiological set of needs
The safety set of needs
A need
Defensiveness
Emotional intelligence
The need for achievement is:
Necessary for survival in today’s competitive environment
Instinctual
Hereditary
Learned
Emotion-driven
The need to socialize with other people is:
Hereditary
Learned
Blurred or difficult to determine
Manifest
Physiological
A need that cannot be inferred from a person’s behavior at a given time, yet the person may still possess that need is called a:
Manifest need
Self-actualizing need
Growth need
Latent need
None of these
The major implication for managers from Manifest Need Theory is:
The identification of the great number of needs that individuals have
That the manifestation of needs allows a manager to identify those that are most important to employees
That some employee needs are latent
The identification of primary and secondary needs
All of these
McClelland’s research focused on several needs in depth and has been incorporated into present day thinking about organizational behavior. Which of the following is a need that McClelland DID NOT research?
Need for growth
Need for affiliation
Need for achievement
Need for power
McClelland’s research focused on all of these needs
Achievement needs become manifest when individuals experience all of the following types of situations EXCEPT:
When they feel that they are personally responsible for completion of the task
Where the probability of success is moderate
Where there is feedback
Where there are high group goals
Achievement needs become manifest when individuals experience all of these
McClelland has argued that the most important motivator for successful managers is:
Need for achievement
Need for affiliation
Need for social power
Need for personal power
Need for position power
According to McClelland, jobs that are best performed alone are more appropriate for:
Low nAff
High nAff
Low nAch
High nPow
Low need for growth
Maslow’s theory of needs:
Emphasized the need for self actualization
Emphasized prepotency
Includes the frustration-regression hypothesis
Has received support for the five levels of needs as hypothesized
Collapsed five needs into three
An overriding principle of Maslow’s theory of needs is:
People are driven by self-actualization
The fact self-actualization is never achieved
That a person’s direction and intensity will be focused on satisfying the lowest level need that is not currently satisfied
People go through the five levels in a mechanical fashion
People start at the highest level of the need and work their way down to lower levels
The major implication for managers using Maslow’s need theory of motivation is:
Focus on higher order needs
Design self-actualizing jobs
Help employees satisfy lower order needs
To invert the pyramid
Explore additional needs to satisfy
According to Maslow, which of the following is the lowest order need?
Safety and security
Self-actualization
Ego and esteem
Social needs
Social and esteem
Which of these refers to the information society, using knowledge to generate tangible and intangible values?
Knowledge economy
Paradox
Structural intervention
Cognitive complexity
Cultural intelligence
According to Katzenbach and Smith, people organized to function cooperatively as a group best describe which of the following?
Paradox
A team
Emotional intelligence
Cognitive complexity
Cultural intelligence
All of these elements make teams function EXCEPT:
Common commitment and purpose
Specific performance goals
Identical skills
Commitment to how the work gets done
Mutual accountability
According to Katzenbach and Smith, all of the following practices makes a team effective EXCEPT:
Establishing urgency, demanding performance standards, and direction
Setting some clear rules of behavior
Setting and seizing upon a few immediate performance-oriented tasks and goals
Selecting members for their personality, not for their skill and skill potential
Challenging the group regularly with fresh facts and information
______ refers to working with someone to produce or create something.
Mutual accountability
Paradox
Emotional intelligence
Cognitive complexity
Collaboration
Which of the following is NOT a success factor for having strong collaboration skills?
Surface-level diversity
“Signature” relationship practices
A sense of community
Ambidextrous leaders—good at task and people leadership
Role clarity and talk ambiguity
Which of the following represent the correct sequence of Tuckman’s Stages of Group Development?
Norming, Forming, Storming, Performing
Forming, Storming, Norming, Performing
Performing, Norming, Forming, Storming
Forming, Storming, Performing, Norming
Storming, Performing, Norming, Forming
Which of the following is known as the “polite stage”?
Storming
Performing
Forming
Adjourning
Norming
In which stage is the team mainly focused on similarities and the group looks to the leader for structure and direction?
Forming
Storming
Norming
Performing
In which stage the informal pecking order begins to develop, but the team is still friendly?
Storming
Performing
Forming
Adjourning
Norming
Which of the following is known as the “win-lose” stage?
Storming
Performing
Forming
Adjourning
Norming
In which stage the members clash for control of the group and people begin to choose sides?
Storming
Performing
Forming
Adjourning
Norming
In which stage the attitude about the team and the project begins to shift to negative, and there is frustration around goals, tasks, and progress?
Storming
Performing
Forming
Adjourning
In which stage buy-in to group goals occurs?
Storming
Performing
Forming
Adjourning
Norming
Cassandra is part of a team at ABC Products. She finds that her team is establishing and maintaining ground rules and boundaries, and there is willingness to share responsibility and control. Cassandra’s team can be described as operating at which stage of group development?
Storming
Performing
Forming
Adjourning
Norming
Cassandra is part of a team at ABC Products. She finds that finally, her team has started to build momentum and starts to get results. Cassandra’s team can be described as entering which stage of group development?
Storming
Performing
Forming
Adjourning
Norming
Margo’s team, at XY Products, is completely self-directed and requires little management direction. Margo’s team can be described as operating at which stage of group development?
Storming
Performing
Forming
Adjourning
Norming
According to Linda A. Hill, managing a team means managing ______.
Knowledge workers
Paradox
Structural interventions
Cognitive complexity
Cultural divergences
Which of the following describes a self-contradictory statement or situation?
Knowledge workers
Paradox
Structural interventions
Cognitive complexity
Cultural divergences
Which of the following is (are) team paradox(es)?
Balancing individual differences and goals AND the collective identity and goals
Fostering support AND confrontation among team members
Balancing managerial authority AND team member discretion and autonomy
Balancing the Triangle of Relationships—manager, team, and individual
All of these.
Which of these refers to the individual, group, or organization that needs or wants to share information with another individual, group, or organization?
Communicator
Receiver
Figurehead
Decoder
Monitor
The individual, group, or organization for which information is intended best describe which of the following?
Communicator
Receiver
Figurehead
Decoder
Monitor
Translating a message into symbols and language that a receiver can understand refers to which of the following?
Noise
Information overload
Encoding
Reputation management
Decoding
Interpreting and understanding and making sense of a message refers to which of the following?
Noise
Information overload
Encoding
Reputation management
Decoding
_____ refers to factors that distort message clarity.
Noise
Information overload
Encoding
Reputation management
Decoding
In _____ feedback, the receiver provides nonevaluative information to the communicator.
Corrective
Role ambiguity
Reinforcing
Informational
Role clarity
In _____ feedback, the receiver responds by challenging the original message.
Corrective
Role ambiguity
Reinforcing
Informational
Role clarity
In _____ feedback, the receiver communicates that she has clearly received the message and its intentions.
Corrective
Role ambiguity
Reinforcing
Informational
Role clarity
Which of the following consists of all messages or exchanges of information that are spoken?
Oral communication
Written communication
Nonverbal communication
Vertical communication
Horizontal communication
Which of the following includes e-mail, texts, letters, reports, manuals, and annotations on sticky notes?
Oral communication
Written communication
Nonverbal communication
Vertical communication
Horizontal communication
Which of these is known for its efficiency and immediacy?
Oral communication
Written communication
Nonverbal communication
Vertical communication
Horizontal communication
Body language and facial expression are examples of which of these?
Oral communication
Written communication
Nonverbal communication
Vertical communication
Horizontal communication
In an organization, office size and its placement communicates certain messages about the individual. This is an example of which of the following?
Oral communication
Written communication
Nonverbal communication
Vertical communication
Which of these best described communication?
A social process
Limitation to productivity
Time waster
A biological process
None of these.
Cassandra is part of a team at ABC Products. In her team meetings, at times, she understands and follows the discussion and other times she misses it because she is preoccupied with other thoughts. Which of the following can measure how Cassandra is paying close attention and is alert or observant?
Noise
Interaction attentiveness
Encoding
Vertical communication
Horizontal communication
Interaction involvement consists of three interrelated dimensions:
Responsiveness, perceptiveness, and performance
Performance, perceptiveness, and attentiveness
Responsiveness, perceptiveness, and attentiveness
Responsiveness, performance, and attentiveness
Interaction, performance, assessment
Which of these can arguably lead to a more participative structure and lead to improved communication in the organization?
Command-and-control structure
Centralization
Structural interventions
Decentralization
Vertically tall structures
As head of the marketing division at AB Products, Susan performs several ceremonial duties such as leading the honors reception for outstanding employees. Which of the following best describes what Susan does in this role according to Mintzberg?
Liaison
Figurehead
Leader
Spokesperson
Disseminator
Managers are responsible for the work of the people in their unit, and their actions in this regard are directly related to their role as which of these?
Liaison
Figurehead
Leader
Spokesperson
Disseminator
In which interpersonal role do managers establish and maintain contacts outside the vertical chain of command?
Liaison
Figurehead
Leader
Spokesperson
Disseminator
In which of these roles, managers are constantly scanning the environment for information, talking with liaison contacts and subordinates, and receiving unsolicited information, much of it because of their network of personal contacts?
Monitor
Figurehead
Leader
Spokesperson
Disseminator
In the ______ role, managers pass privileged information directly to subordinates, who might otherwise have no access to it.
Monitor
Figurehead
Leader
Spokesperson
Disseminator
The process by which managers establish goals and specify how these goals are to be attained is:
Management by objectives
Planning
Strategic management
Part of budgeting
Organizing
Plans have which of the following basic components?
Future and past
Current position in the market versus future position
Purpose and value components
Outcome and action statements
Profits and losses
When United Airlines considered putting pilots in its boardroom and when Northwest Airlines provided their workers an employee ownership system, they were:
Making outcome statements as part of their planning
Identifying a purpose statement as part of their planning
Making action statements as part of their planning
Testing the type of relationship they had with key inputs
Controlling their employees
All of the following are key questions managers have to think about when in the planning mode EXCEPT:
What has to be done?
How they will do it?
Who is going to do it?
Who will be on the executive committee and present the strategic plan to the board of directors?
When they will do it?
Which of the following patterns best reflects the planning process?
Awareness→premises→set goals→determine course of action→develop support plans
Premises→awareness→set goals→determine course of action→develop support plans
Premises→awareness→set goals→develop support plans→determine course of action
Awareness→set goals→premises→determine course of action→develop support plans
Determine course of action→awareness→premises→set goals→develop support plans
The stage of the planning process where an organization’s current location is specified, commitments are stated, the vision is set forth, and strengths and weaknesses identified is:
Goal setting stage
Premise stage
Awareness stage
Formulate support plans stage
Determine course of action stage
Where the organization is headed or is going reflects what stage of the planning process?
Goal setting
Premising
Awareness
Selection of alternatives
Determine course of action
Kristan, a freshman in college, has decided that she wants a Bachelor of Science degree in biochemistry. She then constructs a four-year academic plan that will make this goal a reality. Kristan is engaging in:
Directional planning
Domain planning
Goal planning
Hybrid planning
Systems planning
Michael is a senior in high school and wants to major in a business-related class when he goes to college. Michael plans to select a variety of courses from the School of Business curriculum yet not select a major. After selecting courses based upon availability and interest he earns a sufficient number of credits within this chosen area that enables him to graduate with a major in marketing. Michael has engaged in:
Goal planning
Career planning
Domain planning
Hybrid planning
Systems planning
Domain planning would be most appropriate for all of the following situations EXCEPT:
When there is a recognized need for flexibility
When people agree on goals
When an organization is in the startup period
When an organization is in an unstable and uncertain environment
None of these
When managers scan the internal and external environment they are engaging in what stage or step in the planning process?
Awareness
Setting goals
Identifying and selecting alternatives
Developing premises
Determining course of action
The coupling of domain and goal planning results in:
Goal setting
Alternative generation
Premise setting
Hybrid planning
Systems planning
Suppose that an organization decides to switch from a five-day forty-hour workweek to a four-day forty-hour workweek. This major plan would require:
The development of key premises
The careful development and selection of alternatives
Awareness
Supportive plans
A mission
Controlling with respect to the planning process follows:
Premise setting
Goal setting
Alternative selection
Supportive plans
None of these
A way to assess the effects of planned action with a way to view continuous improvement by integrating organizational learning into the planning process is:
The MBO process
The Deming Cycle
The use of Hybrid planning
To use Directional planning
Mission vision cycle
Planning for organizational events, whether in the internal or external environment, should include all of the following EXCEPT:
Be routinely monitored
Be administered without flexibility to avoid confusion
Be an ongoing process
Be seen as a continuous activity
None of these
All of the following are reasons for formulating plans EXCEPT:
To offset certainty
To focus organizational activity on objectives
To facilitate control by establishing a standard
To provide a coordinated road map for future activities
None of these
Strategic, administrative, and operating plans are:
Organizational scope plans
Hierarchical plans
Contingency plans
Standing plans
Single use plans
The plan that integrates, guides, and serves as a bases for controlling organizational activities for the immediate and long-range future, plus establishes boundaries for managerial decision making is called:
The administrative plan
Hierarchical plan
Organizational scope plan
Strategic plan
Single use plans
A plan that focuses on one of the organization's businesses would probably be a:
Time-frame plan
Strategic plan
Frequency of use plan
Organizational scope plan
Single use plans
The outcomes or goals stated in an organization's mission statement, annual report, and charter are called:
Legitimate goals
Operational goals
Task goals
Official goals
Mission goals
When an organization states it wants to increase output by 10%, they have stated a(n):
Legitimate goal
Operational goal
Official goal
Strategic goal
Residual goal
Goals are formulated as a result of:
Poor performance and strategic initiatives
Balancing stakeholder demands and internal political processes
CEO preferences and market demands
Owner input and internal preferences
None of these
Organizational planning will be most beneficial when:
The market is stable
The market is simple with few competitors and products
The market is complex and unstable
The organization is small
The organization is a one-person operation
Studies have shown that firms who engage in planning are:
More focused in the market place
Higher in employee satisfaction than those that do not plan
Inclined to develop strong cultures
More financially successful than those that do not
More multicultural than those that do not
Classical management thinking advocates:
Involving organization members in developing plans
The implementation of an MBO program
A separation of planning and doing
Lower level participation in planning
Bottom-up planning process
The two primary goal characteristics that enhance the motivating power of goals are:
Goal difficulty and goal acceptance
Goal acceptance and goal feedback
Goal specificity and goal acceptance
Goal specificity and goal difficulty
Goal feedback and goal clarity
