5590 Final Exam Flashcards
(50 cards)
1
Q
- Changing the ____________ of the organization not only help resolve intergroup conflict; it can also create conflict. (pg 317)
A
STRUCTURE
PAGE 317
2
Q
- You cannot influence anyone (induce certain behavior in another person) without: _______ (335)
A
POWER
PAGE 335
3
Q
- __________ is used to convince you that a particular course of action is logically the best course because it is in your best interest. (pg 350)
A
RATIONAL PERSUASION
PAGE 350
4
Q
- Regarding upward communication, which of the following is true?
A
FUNCTIONS OF UPWARD COMMUNICATION;
A. PROVIDES MANAGERS FEEDBACK ABOUT CURRENT ORGANIZATIONAL ISSUES AND PROBLEMS, AND INFORMATION ABOUT DAY-TO-DAY OPERATIONS THAT THEY NEED FOR MAKING DECISIONS ABOUT DIRECTING THE ORGANIZATION.
B. IT’S MANAGEMENT’S PRIMARY SOURCE OF FEEDBACK FOR DETERMINING THE EFFECTIVENESS OF ITS DOWNWARD COMMUNICATION.
C. IT RELIEVES EMPLOYEES’ TENSIONS BY ALLOWING LOWER-LEVEL ORGANIZATION MEMBERS TO SHARE RELEVANT INFORMATION WITH THEIR SUPERIORS.
D. IT ENCOURAGES EMPLOYEES’ PARTICIPATION AND INVOLVEMENT, THEREBY ENHANCING ORGANIZATIONAL COHESIVENESS.
pg 374
5
Q
- _______ describes the seriousness of a problem’s effects. (pg 406)
A
IMPACT
PAGE 406
6
Q
- The influence tactic of consultation is most likely to result in ____________. (350-351)
A
COMMITMENT
PAGE350-351
7
Q
- The _________ leader focuses on the people doing the work and believes in delegating decision making and aiding in satisfying their needs by creating a supportive work environment.
A
EMPLOYEE-CENTERED
PAGE 250
8
Q
- Ideally, when does the process for maximizing person-environment fit begin?
A
WHEN THE EMPLOYEE PERCEIVES HE/SHE FITS WELL WITHIN THE ORGANIZATION.
PAGE 251
9
Q
- There are four elements that are typically part of all negotiations. Select the true statement.
A
FOUR PARTS OF NEGOTIATIONS ARE: 1. DISAGREEMENT 2. INTERDEPENDENCE 3. CONDUCIVE TO OPPORTUNISTIC INTERACTION 4. POSSIBILITY OF AN AGREEMENT PAGE 318/319
10
Q
- All of the following are ways to guard against groupthink except:
A
THE WAYS TO GUARD AGAINST GROUPTHINK ARE:
1. ENCOURAGE THE GROUP TO STATE OBJECTIONS AND DOUBTS.
2. LEADER SHOULD AVOID TAKING SIDES OR (PREMATURELY) ENDORSING A PARTICULAR COURSE OF ACTION.
3. BREAK THE GROUP INTO SUBGROUPS TO WORK ON THE SAME PROBLEM AND THEN SHARE THE PROPOSED SOLUTIONS WITH THE GROUP.
4. INVITE IN OUTSIDE EXPERTS TO GIVE FEEDBACK ON GROUP PROCESSES AND PROPOSED SOLUTIONS.
5. ASSIGN A GROUP MEMBER TO PLAY DEVIL’S ADVOCATE SO THAT IMPORTANT OBJECTIONS ARE RAISED. (THE INFORMATION YOU CAN USE FEATURE PROVIDES TIPS FOR PLAYING DEVIL’S ADVOCATE.)
Page 283
11
Q
- In ___________ it is necessary to make value judgments regarding the selection of opportunities and the assignment of priorities.
A
ESTABLISHING OBJECTIVES
PAGE 411
12
Q
- Employees often go through four stages when high-level decisions are developed and implemented. One of these stages is:
A
SPECULATE, DIGEST, DELIBERATE, CONCLUSION
PAGE 373
13
Q
- A person’s _________ power can be changed by rewriting their job description. (338)
A
LEGITIMATE
PAGE 338
14
Q
- An example of a stressor at the group level is ___________.
A
GROUP STRESSORS: MANAGERIAL BEHAVIOR LACK OF COHESIVENESS INTRAGROUP CONFLICT STATUS INCONGRUENCE PAGE 235
15
Q
- The principal advantage of the functional basis is its__________.
A
EFFICIENCY
PAGE 483
16
Q
- Mike organizes a group of students upset over the food selection in the cafeteria. He assigns times for students to stand in the student union to protest the limited selection of food items. He publically states the group will not disband until the task of having pizza at every meal period is accomplished. This is an example of a(n) _________.
A
INTEREST GROUP
PAGE 271
17
Q
- The last step in the rational decision-making process is___________.
A
FOLLOW UP AND EVALUATE THE SOLUTION PAGE 409
18
Q
- Coping by ___________ might be one subunit taking a problem employee from another in an attempt to retrain and redirect the employee.
A
ABSORBTION
PAGE 346
19
Q
- __________leaders will typically make major changes in the firm’s or unit’s mission, way of doing business and human resources management to achieve their vision.
A
TRANSFORMATIONAL
PAGE 455
20
Q
- The exception principle of management states that __________.
A
ONLY SIGNIFICANT DEVIATIONS FROM POLICIES AND PROCEDURES SHOULD BE BROUGHT TO THE ATTENTION OF SUPERIORS
PAGE 388
21
Q
- While the organizational consequences of stress are many and varied, they share one common feature: stress costs organizations _________.
A
MONEY.
Page 246
22
Q
- __________ may be met by joining a high-status or prestige group in which membership is hard to obtain.
A
ESTEEM NEEDS
Page 272
23
Q
- A support department is being flooded with low-level technical calls. To help with the problem, the IT department adds a frequently asked questions page to the company web site. This is an example of ___________.
A
HORIZONTAL COMMUNICATION
Page 374
24
Q
- An example of substitutability is _________.
A
TRAINING SUBUNITS LOSE POWER IF TRAINING WORK CAN BE DONE BY LINE MANAGERS OR OUTSIDE CONSULTANTS Page 346
25
45) _______ the values, customs, and perspectives of other cultures is required to facilitate communication.
UNDERSTANDING
| Page 392
26
46. A dual authority system is a distinguishing characteristic of a(n) __________ organization.
MATRIX
27
47. During ______ , a third party has the authority to impose an agreement upon the parties.
ARBITRATION
| PAGE 323
28
48. Which of the following statements about boundaryless organizations is false?
BOUNDARYLESS ORGANIZATIONS:
-COMPANIES WHO ATTEMPT TO MINIMIZE AND/OR ELIMINATE VERTICAL AND HORIZONTAL STRUCTURES, TIGHTLY DEFINED WORK ROLES AND TOP-DOWN CONTROL
-MINIMIZES LAYERS RESULTING IN FLATTER HIERARCHY CREATING LESS DISTANCE BETWEEN TOP-LEVEL MANAGERS AND OTHER EMPLOYEES
-EMPHASIZES PARTICIPATIVE DECISION MAKING, MULTIPLE HIERARCHY TEAMS, TEAM BUILDING AND COORDINATION
-BREAK DOWN BARRIERS WITH EXTERNAL CONSTITUENTS AND DISTANCE
-THE BOUNDARYLESS ORGANIZATION INVOLVES THE BREAKING DOWN OF STRUCTURE, HIERARCHY, SPECIFIC ROLES AND DISTANCE
-THE VIRTUAL ORGANIZATION IS AN EXAMPLE OF A BOUNDARYLESS ORGANIZATION.
PAGE 497-498
29
49. Strategies for increasing group cohesion include:
-MAKING THE GROUP MORE HOMOGENEOUS IN ITS COMPOSITION
-INCREASING THE FREQUENCY OF INTERACTION AMONG GROUP MEMBERS
-MAKING THE GROUP SMALLER
-PHYSICALLY/SOCIALLY ISOLATING THE GROUP FROM OTHER GROUPS
-ALLOCATING REWARDS TO THE GROUP RATHER THAN INDIVIDUALS
-GIVING THE GROUP AND GROUP MEMBERS MORE RESPONSIBILITY AND RESOURCES TO ACCOMMODATE GOALS
PAGE 281
30
50. There is nothing wrong with the acquisition and use of power if it is done in a professional and _____ manner.
ETHICAL
| PAGE 355
31
1. Under which of the following conditions is intuitive decision making not likely to take place?
FREQUENTLY OCCURS BECAUSE:
- HIGH LEVELS OF UNCERTAINTIES MAY EXIST
- SOME SITUATIONS HAVE NO PAST EXPERIENCES TO DRAW UPON
- TIME PRESSURES ARE INTENSE
- AN EXCESSIVE NUMBER OF ALTERNATIONS CAN BE DIFFICULT TO THOROUGHLY ANALYZE
32
2. Those who score high on _________are better prepared to deal with stressors associated with change, because they view change as a challenge.
OPENNESS TO EXPERIENCES
33
3. Status incongruence conflicts are often created by_________ .
STATUS HEIRARCHY
34
4. A situation with _______calls for a task-oriented leadership style.
HIGHLY FAVORABLE OR HIGHLY UNFAVORABLE OUTCOMES
35
5. A particularly important part of the_______ stage of group development involves redefinition of the groups specific tasks and overall goals.
STORMING
36
11. Trait and behavioral approaches fail to take into account the interaction between and among people, tasks, and ______.
ENVIRONMENTS
| pg440
37
12. With the ______ model of organizational design, decision making, control, and goal setting are decentralized and shared at all levels of the organization.
ORGANIC
| pg476
38
13. Teams and groups share all of the following characteristics:
-CAN BE FORMED WHEN 2 OR MORE INDIVIDUALS INTERACT
-PROVIDE STRUCTURE FOR THE WORK AND INTERACTION OF THEIR MEMBERS
-MEMBERS CAN PERFORM SPECIFIC TECHNICAL, LEADERSHIP, PROBLEM-SOLVING, AND EMOTIONAL ROLES
-MEMBERS OF GROUPS AND TEAMS SHARE COMMON GOALS
(pg 267)
39
14. Which of the following is the best example of a programmed decision?
-WHERE PROCEDURES ARE REPETITIVE AND DECISIONS ARE PROGRAMMED.
- WHERE TO SEAT CUSTOMERS IN A RESTAURANT SO THE CUSTOMERS ARE BALANCED AMONG WAIT STAFF
- SIGNING UP FOR CLASSES SO THAT TOTAL STUDENTS ARE BALANCED AMONG PROFESSORS
- COMPANIES THAT USE MATHEMATICAL AND STATISTICAL MODELS TO MAKE ON-TIME DELIVERIES (UPS, FEDEX)
(pg 403)
40
15. Which of the following factors does not determine whether an experience is likely to result in stress?
- HOW IMPORTANT IS THE EVENT?
- HOW MUCH UNCERTAINTY SURROUNDS THE EVENT?
- WHAT IS THE DURATION OF THE EVENT?
pg. 233
41
16. Mike has demonstrated a high level of capability and motivation concerning a particular task. According to SLT, which of the following leadership styles would fit best Mike's "readiness" to complete the task?
DELEGATING
| pg. 448.
42
17. _______ is a good backup strategy if attempts at problem solving are unsuccessful.
COMPROMISING
| PAGE 315
43
18. There are several reasons why employee empowerment is not universally embraced. Which of these is not one of the reasons given?
1) Managers fear the loss of power, control, and authority
2) Employees are not able to make responsible decisions.
3) Empowering employees was attempted before and it failed.
4) Sharing proprietary information means leaking ideas, plans, and knowledge to competitors.
5) Not everyone wants to be empowered. Those resisting empowerment become isolates, misfits, and not team players in the minds and perceptions of advocates of empowerment
PG 290
44
19. The failure of many teams can be traced directly to managements unwillingness to share ______.
INFORMATION
| pg. 290.
45
20. After conducting cross-cultural studies of managers, Bass proposed all but which of the following are linked to leadership effectiveness?
SEVEN FACTORS LINKED TO LEADERSHIP EFFECTIVENESS:
1) PREFERRED AWARENESS (WILLINGNESS TO BE AWARE OF OTHER'S FEELINGS).
2) ACTUAL AWARENESS (ACTUAL UNDERSTANDING OF ONESELF AND OTHERS).
3) SUBMISSIVENESS (TO RULES AND AUTHORITY).
4) RELIANCE ON OTHERS (IN PROBLEM SOLVING).
5) FAVORING OF GROUP DECISION MAKING.
6) CONCERN FOR HUMAN RELATIONS.
7) COOPERATIVE PEER RELATIONS.
PAGE 459
46
36. The dimension of _______ refers to the extent to which expectations regarding the means and ends of work are specified, written and enforced.
FORMALIZATION
| pg 490
47
37. For the communication process to be completed, the message must be ______ in terms of relevance to the receiver.
DECODED
| pg 371
48
38. A traditional assembly line would most likely create a high degree of ___________.
SEQUENTIAL INTERDEPENDENCE
| PAGE 307
49
39. In solution selection, group interaction and the achievement of consensus usually results in the acceptance of more ______ than would be accepted by an individual decision maker.
RISK
| PAGE 418
50
40. Situational or contingency variables such as personal characteristics of subordinates and the _______ are considered in the path-goal theory.
ENVIRONMENTAL PRESSURES AND DEMANDS PAGE 446
