Exam 3

Question 1

A powerful person begins to lose power when ________.

A) leadership style changes
B) people begin to rely on themselves
C) tactics for gaining compliance of employees increase
D) employee rewards are encouraged
E) modes of assessing employee performance are reassessed

Answer 1

B: people begin to rely on themselves

Explanation: The more people rely or depend upon a powerful person (who controls something the others rely on or want), the more powerful that person becomes. When people begin to have more alternatives and options or begin to rely on themselves or different people, the powerful person loses power.

Question 2

Which type of power is based on the fear of the negative results from failing to comply?

A) Legitimate
B) Coercive
C) Punitive
D) Referent
E) Abusive

Answer 2

B: Coercive

The coercive power base depends on fear of the negative results from failing to comply. It rests on the application, or the threat of application, of physical sanctions such as the infliction of pain, frustration through restriction of movement, or the controlling by force of basic physiological or safety needs.

Question 3

The two bases of personal power are ________ and the respect and admiration of others.

A) legitimate
B) reward
C) emergent
D) expertise
E) coercive

Answer 3

D: expertise

Explanation: There are two bases of personal power: expertise and the respect and admiration of others.

Question 4

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 ________.

A) expert power
B) coercive power
C) legitimate power
D) referent power
E) reward power

Answer 4

A: expert power

Explanation: Expert power is influence wielded as a result of expertise, special skill, or knowledge. As jobs become more specialized, we become increasingly dependent on experts to achieve goals. It is generally acknowledged that physicians have expertise and hence expert power: Most of us follow our doctor’s advice.

Question 5

Joanna Mills has recently been promoted to the position of a project manager at Palmer Inc., a software development firm. As a project manager, she now has the authority to delegate work, provide supervision and feedback, and monitor employee performance. Ever since her promotion, she has been preparing herself to guide her subordinates in different project activities. However, she feels that the employees do not proactively approach her for help. Which of the following, if true, would best explain this situation?

A) Joanna has several years of experience in working on software programs.
B) The sole criterion for Joanna’s promotion was her effectiveness in meeting individual targets.
C) Employees identify with Joanna because she successfully rose from the position of a programmer to that of a manager.
D) The managers who promoted her believed that her approachable nature would be a key factor in improving team performance.
E) The company follows a 360-degree performance evaluation system.

Answer 5

B: The sole criterion for Joanna’s promotion was her effectiveness in meeting individual targets.

The fact that Joanna has several years of experience in working on software programs does not explain why her team members do not approach her for help. The fact that the sole criterion for Joanna’s promotion was her effectiveness in meeting individual targets does explain why her team members do not proactively approach her for help. While the promotion provided her with legitimate power, she does not enjoy referent power, which would encourage team members to reach out to her for help. The fact that the employees identify with Joanna because she successfully rose from the position of a programmer to that of a manager does not explain the current situation. The fact that the managers who promoted her believed that her approachable nature would be a key factor in improving team performance does not explain why her team does not approach her for help. The fact that the company follows a 360-degree performance evaluation system does not explain why her team does not approach her for help.

Question 6

Dependence would be low when ________.

A) the goods have very few suppliers
B) the goods have low accessibility
C) the goods in question are scarce
D) the products are important
E) the goods have substitutes

Answer 6

E: the goods have substitutes

Dependence increases when the resource you control is important, scarce, or non-substitutable. The fewer viable substitutes for a resource, the more power control over that resource provides.

Question 7

________ involves increasing the target’s support by involving him or her in decision making.

A) Legitimacy
B) Rational persuasion
C) Consultation
D) Ingratiation
E) Pressure

Answer 7

C: Consultation

Explanation: The power tactic of consultation involves increasing the target’s support by involving him or her in decision making

Question 8

Mike Ford is a senior accountant at Coleman and Co., which is a financial management company. Mike has wanted to be on the board of representatives of his company for a long time, but the company stipulates a minimum number of years an employee must work at the organization before he or she makes it to the board. Mike is unwilling to work two more years to reach that stipulated experience and so he found a way to transgress this rule. He met up with one of the existing board members who was having problems accounting for allocated funds that went missing and offered to settle that for him in his department provided he nominate Mike to the board. Which of the following power tactics is being used here?

A) Ingratiation
B) Legitimacy
C) Inspirational appeals
D) Pressure
E) Exchange

Answer 8

E: Exchange

The power tactic used here is exchange, which involves rewarding the target with benefits or favors in exchange for following a request

Question 9

Which of the following “softer” power tactics can be used most effectively for exerting lateral influence?

A) Legitimacy
B) Inspirational appeal
C) Coalition
D) Ingratiation
E) Pressure

Answer 9

B: Inspirational appeal

In general, you are more likely to be effective if you begin with “softer” tactics that rely on personal power, such as personal and inspirational appeals, rational persuasion, and consultation. If these fail, you can move to “harder” tactics, such as exchange and coalitions, which emphasize formal power and incur greater costs and risks.

Question 10

For a person to be recognized as having a high degree of political skill, he or she must have the ________.

A) ability to recognize that power in an organization does not translate into success
B) ability to submit to the demands made by others at all times
C) ability to influence others to enhance their own objectives
D) ability to respect and consider the needs of others first
E) ability to make sacrifices for the betterment of others

Answer 10

C: ability to influence others to enhance their own objectives

Explanation: Political skills of people indicate their ability to influence others to enhance their own objectives.

Question 11

Timothy Jenkins had been working for six years at Hartford Mills, a company that takes a strong stand against unionization. Though Timothy’s designation was that of a production supervisor, as the company grew, he also took on additional duties like keeping a check on employee safety, ensuring that legal measures are followed, and implementing programs for labor welfare that the company planned. Many believed that Timothy was doing a great job for the company, and so it came as a surprise when Timothy was rumored to face severe disciplinary action, as he was encouraging the workers to join a union. However, he was let off with a mere warning. Timothy argued that he was only doing his job—a job in which he had responsibility for improving the welfare of employees. Which of the following, if true, would help Hartford Mills avoid such situations in the future?

A) Ensuring the provision of a retaliatory policy for employees who go against the company
B) Holding town hall meetings to explain to employees why Timothy was suspected
C) Enlisting the support of popular employees like Timothy to discharge the employee welfare duties
D) Engaging in collective bargaining as it is the only way to motivate employees to work efficiently
E) Specifying the permissible and prohibited aspects of an employee’s formal role in the organization

Answer 11

E: Specifying the permissible and prohibited aspects of an employee’s formal role in the organization

Explanation: Ensuring the provision of a retaliatory policy for employees who go against the company is likely to cause problems for the company as it goes against EEOC directives. Holding town hall meetings to explain to employees why Timothy was suspected is not going to avoid such problems in the future; it may help control the present situation. Enlisting the support of popular employees like Timothy to discharge the employee welfare duties is not a solution to this problem. Engaging in collective bargaining to motivate employees goes against the company’s policy of non-unionization and is not a solution. Specifying the permissible and prohibited aspects of an employee’s formal role in the organization is a solution as it would limit the scope and functions of the employee’s political actions.

Question 12

Conflict that hinders group performance is destructive or ________ conflict.

A) process
B) traditional
C) task
D) dysfunctional
E) dyadic

Answer 12

D: dysfunctional

Explanation: Conflict that hinders group performance is destructive or dysfunctional conflict. A highly personal struggle for control in a team that distracts from the task at hand is dysfunctional.

Question 13

Studies demonstrate that ________ conflicts are almost always ________.

A) relationship; formal
B) relationship; informal
C) relationship; dysfunctional
D) relationship; functional
E) task; reactive

Answer 13

C: relationship; dysfunctional

Explanation: Studies demonstrate that relationship conflicts, at least in work settings, are almost always dysfunctional.

Question 14

Mike and Keith are on the same team; they work well with other people in the same team but don’t get along with each other. This type of conflict can best be described as ________.

A) intragroup
B) bilateral
C) intergroup
D) dyadic
E) dual

Answer 14

D: dyadic

Explanation: Dyadic conflict takes place between two people. Intragroup conflict occurs within a group or team. Intergroup conflict is conflict between groups or teams.

Question 15

Conservationists have had a perpetual conflict with the government of the United States over the fast and rampant depletion of Earth’s natural resources. They argue that the United States must reduce its consumption level significantly to rectify this problem. Which of the following, if true, would most strengthen the conservationists’ argument?

A) The United States has been conserving forests for several years.
B) Most countries have not taken any measures to reduce their consumption levels of natural resources.
C) There are several countries that have more requirements for resources than the United States.
D) The United States accounts for one-third of the total world resource consumption.
E) New resource deposits are constantly being discovered.

Answer 15

D: The United States accounts for one-third of the total world resource consumption.

Explanation: The fact that the United States has been conserving forests for several years has nothing to do with the conservationists’ argument. Neither does the fact that there are several countries that have more requirements for resources than the United States nor the fact that new deposits are being discovered. The fact that most countries have not taken any measures to reduce the consumption level does not provide support for the conclusion. The fact that the United States consumes one-third of all resources used in the world supports the conclusion as the United States cannot increase consumption to more than one-third of the world’s resources or they risk depleting Earth’s resources even faster.

Question 16

Stage II of the conflict process deals with the conflict being ________.

A) perceived and felt
B) apparent and experienced
C) expressed and resolved
D) analyzed
E) internalized

Answer 16

A: perceived and felt

Explanation: The potential for opposition or incompatibility becomes actualized in the second stage. Because a conflict is a perceived conflict does not mean it is personalized. It is at the felt conflict level, when individuals become emotionally involved, that parties experience anxiety, tension, frustration, or hostility.

Question 17

In the ________ stage of the conflict process intentions intervenes between people’s perceptions and emotions and their overt behavior.

A) potential opposition
B) intention
C) cognition
D) attribution
E) behavioral manifestation

Answer 17

B: intention

Explanation: Intentions intervene between people’s perceptions and emotions and their overt behavior. They are decisions to act in a given way.

Question 18

A person is using the conflict handling technique of ________ when the one person seeks to satisfy his or her own interests regardless of the impact on the other parties to the conflict.

A) competing
B) avoiding
C) accommodating
D) compromising
E) collaborating

Answer 18

A: competing

Explanation: When one person seeks to satisfy his or her own interests regardless of the impact on the other parties to the conflict, that person is competing.

Question 19

The ________ conflict-handling intention is unassertive and uncooperative.

A) competing
B) collaborating
C) avoiding
D) compromising
E) accommodating

Answer 19

C: avoiding

Explanation: Avoiding intentions are unassertive and uncooperative.

Question 20

A party who seeks to appease an opponent may be willing to place the opponent’s interests above his or her own, sacrificing to maintain the relationship. We refer to this conflict-handling intention as ________.

A) collaborating
B) avoiding
C) compromising
D) competing
E) accommodating

Answer 20

E: accommodating

Explanation: A party who seeks to appease an opponent may be willing to place the opponent’s interests above his or her own, sacrificing to maintain the relationship. We refer to this conflict-handling intention as accommodating.

Question 21

Conflict becomes visible in the ________ stage of the conflict process.

A) outcomes
B) intentions
C) incompatibility
D) behavior
E) personalization

Answer 21

D: behavior

Explanation: When most people think of conflict situations, they tend to focus on Stage IV because this is where conflicts become visible. The behavior stage includes the statements, actions, and reactions made by the conflicting parties, usually as overt attempts to implement their own intentions.

Question 22

According to a newly added office smoking regulation, only employees who have an enclosed office may smoke at their desks. This leads to a major conflict between various employees as virtually all employees with enclosed offices are higher-level managers and all other employees lack enclosed offices. Therefore, the lower-level employees who smoke argue that they should be offered enclosed offices. Which of the following, if true, strengthens the employees’ argument?

A) The company is a zealous supporter of the “Kick the Butt” campaign—a corporate anti-smoking campaign.
B) Higher-level managers, who have enclosed offices, are willing to share their offices with-lower-level employees.
C) The smoking regulations allow all employees who smoke an equal opportunity to do so, regardless of an employee’s job level.
D) Employees at the higher level, who do not smoke, do not have enclosed offices.
E) The company has a limited budget for infrastructure modifications.

Answer 22

C: The smoking regulations allow all employees who smoke an equal opportunity to do so, regardless of an employee’s job level.

Explanation: If the smoking regulations allow all employees who smoke an equal opportunity to do so, regardless of an employee’s job level, then the employees are justified in demanding enclosed offices. Hence, this strengthens their argument. If higher-level managers are willing to share, this only weakens the employees’ argument as they don’t need separate offices. The other options are all against rather than for the employees’ argument. The fact that the company is a zealous supporter of the “Kick the butt before you kick the bucket campaign” is out of scope.

Question 23

Which of the following conflict management techniques is most likely to be used by a collectivist Chinese manager?

A) Direct confrontation
B) Authoritative command
C) Avoiding
D) Pressurizing
E) Competing tactics

Answer 23

C: Avoiding

Explanation: To preserve peaceful relationships, collectivists will avoid direct expression of conflicts, preferring to use more indirect methods for resolving differences of opinion. Whereas individualist U.S. managers are more likely to use competing tactics in the face of conflicts, compromising and avoiding are the most preferred methods of conflict management in China.

Question 24

Which of the following is not a necessary condition for integrative bargaining to succeed in organizations?

A) Opposing parties have a zero-sum outlook.
B) Opposing parties are open with information.
C) Opposing parties are candid about concerns.
D) Opposing parties are sensitive to the other’s needs and trust.
E) Opposing parties maintain flexibility.

Answer 24

A: Opposing parties have a zero-sum outlook.

Explanation: For integrative bargaining to succeed in an organization, opposing parties must be open with information, candid about concerns, sensitive to the other’s needs and trust, and flexible.

Question 25

Santiago is the labor union for his Local 453. Workers have been on strike for the past three months. They want to get a new three-year contract that includes better benefits. Santiago will be meeting with management later today. The negotiations between Santiago and management are likely to use ________ bargaining. A) integrative B) reflective C) distributive D) evaluative E) associative

Answer 25

C: distributive Explanation: The most widely cited example of distributive bargaining is labor-management negotiations over wages.

Question 26

Which of the following statements is true regarding distributive bargaining? A) It operates under zero-sum conditions. B) It focuses on long-term relationships. C) It involves high information sharing. D) It attempts to create a win-win solution. E) It is rarely used in labor-management negotiations.

Answer 26

A: It operates under zero-sum conditions. Explanation: Distributive bargaining operates under zero-sum conditions. The essence of distributive bargaining is negotiating over who gets what share of a fixed pie.

Question 27

The first step in the negotiation process is ________. A) definition of ground rules B) clarification and justification C) preparation and planning D) bargaining and problem solving E) closure and implementation

Answer 27

C: preparation and planning Explanation: The negotiation process is made up of five steps: (1) preparation and planning, (2) definition of ground rules, (3) clarification and justification, (4) bargaining and problem solving, and (5) closure and implementation.

Question 28

Which of the following activities in the negotiation process is most likely to be included in the definition of ground rules step? A) Determining your best alternative to a negotiated agreement B) Determining time constraints, if any, applicable to negotiation C) Justifying your original demands D) Formalizing the agreement that has been worked out E) Determining the history leading up to the negotiation

Answer 28

B: Determining time constraints, if any, applicable to negotiation Explanation: Once you've done your planning and developed a strategy, you're ready to begin defining with the other party the ground rules and procedures of the negotiation itself. Points, such as who will do the negotiating, where it will take place, and what time constraints, if any, will apply, are discussed during the definition of ground rules step.

Question 29

During of the ________ phase of the negotiation process the parties have the actual discussion to hash out an agreement. A) preparation and planning B) definition of ground rules C) closure and implementation D) bargaining and problem-solving E) integration of preferences

Answer 29

D: bargaining and problem-solving Explanation: The essence of the negotiation process is the actual give-and-take in trying to hash out an agreement. This is where both parties will undoubtedly need to make concessions.

Question 30

Xanadu Industries manufactures and sells the same calipers as Utopia Industries. Employee wages account for 35 percent of the cost of manufacturing calipers at both Xanadu Industries and Utopia Industries. Xanadu Industries is seeking a competitive advantage over Utopia Industries. Richard, the manager put in charge of devising a strategy to meet this end, suggests lowering employee wages. This leads to a grave conflict between Richard and the labor union. Which of the following, if true, would suggest that the labor union will accept Richard's suggestion to lower the wages? A) As they make a large number of precision instruments, caliper manufacturers receive huge volume discounts on raw materials. B) Utopia Industries recently set up a new manufacturing facility in the vicinity. C) Xanadu Industries has taken away 20 percent of Utopia Industries' business over the last year. D) Utopia Industries pays its employees, on average, 10 percent more than does Xanadu Industries. E) Many people who work for manufacturing plants live in areas in which the manufacturing plant is the only source of employment.

Answer 30

E: Many people who work for manufacturing plants live in areas in which the manufacturing plant is the only source of employment. Explanation: Xanadu Industries would not lose many workers if it did reduce wages as the people live in areas in which the manufacturing plant they work for is the only industry. Reducing the cost of raw materials is a suitable way to reduce manufacturing costs. The employees of Xanadu Industries will look for employment at the new manufacturing facility of Utopia Industries if wages are lowered, hence weakening the argument. If Xanadu Industries has taken away a part of Utopia Industries' business, they already have the upper hand. And as Xanadu Industries' wages are relatively low, lowering it further would not be advised.

Question 31

Which of the following categories in the Organizational Culture Inventory groups cultures that are competitive, perfectionist, and power-oriented? A) Accountability B) Outcome orientation C) Team orientation D) Aggressive-defensive E) Stability

Answer 31

D: Aggressive-defensive Explanation: The Organizational Culture Inventory groups cultures into three categories: (1) constructive cultures that value affiliation, encouragement, and achievement; (2) passive-defensive cultures that avoid accountability, seek validation and approval from others, and are conventional; and (3) aggressive-defensive cultures that are competitive, perfectionist, and power-oriented.

Question 32

Which of the following is not an outcome of a strong organizational culture? A) Cohesiveness B) Loyalty C) Organizational commitment D) Resistance E) Meaning

Answer 32

D: Resistance Explanation: A strong culture should more directly affect organizational outcomes because it demonstrates high agreement about what the organization represents. Such unanimity of purpose builds cohesiveness, loyalty, meaning, and organizational commitment.

Question 33

An aircraft manufacturer with a strong presence in the United States, is looking to expand its market overseas. The firm currently sells its aircraft to several airlines in the United Kingdom but now wants to establish manufacturing units there as well in order to acquire a bigger share in the European market. Hence, it plans to merge with QueenAir, a British aircraft manufacturer. Which of the following, if true, would weaken the company's decision to merge with QueenAir? A) Merging with QueenAir would increase its profits considerably. B) There is increasing economic uncertainty in its U.S. market. C) The preferences of airline customers in Europe and the U.S. are similar. D) There is a striking difference in the organizational cultures of the two firms. E) A competitor in the U.S. market recently went out of business.

Answer 33

D: There is a striking difference in the organizational cultures of the two firms. Explanation: As merging with QueenAir would increase the firm's profits, it strengthens the firm's decision. So does the economic uncertainty in the U.S. market and the customers' preferences. The fact that a competitor in the U.S. market recently went out of business is irrelevant. As the two merging firms have different organizational cultures, it may lead to various problems in the future. Hence, it weakens the firm's decision.

Question 34

Which of the following is most likely to result from a strong organizational culture? A) High organizational commitment B) Low employee satisfaction C) Low loyalty D) High absenteeism E) Low behavioral control resulting from the climate within the organization

Answer 34

A: High organizational commitment Explanation: A strong culture should reduce employee turnover because it demonstrates high agreement about what the organization represents. Such unanimity of purpose builds cohesiveness, loyalty, and organizational commitment.

Question 35

Which of the following can act as a common denominator to unite members of a given culture or subculture? A) Mechanistic organizational structure B) 360-degree appraisals C) Jargons and acronyms that are specific to the organization D) Bureaucratic organizational structure E) Narrow span of control

Answer 35

C: Jargons and acronyms that are specific to the organization Explanation: Many organizations and subunits within them use language to help members identify with the culture, attest to their acceptance of it, and help preserve it. New employees may at first be overwhelmed by acronyms and jargon, that, once assimilated, act as a common denominator to unite members of a given culture or subculture.

Question 36

Ask Socrates Inc. is a computer software company that employs highly intelligent, but somewhat unusual people. Every Friday, free lollipops, toys, or other treats are given out to encourage employees to remember how creative they were when they were children. The regular distribution of lollipops, toys, or treats every Friday is an example of a ________ that helps reinforce Ask Socrates' culture. A) dominant mechanism B) ritual C) primary process D) protective mechanism E) fundamental procedure

Answer 36

B: ritual Explanation: Rituals are repetitive sequences of activities that express and reinforce the key values of the organization, what goals are most important, which people are important, and which people are expendable.

Question 37

The ________ process helps candidates learn about the organization, and if employees perceive a conflict between their values and those of the organization, they can remove themselves from the applicant pool. A) orientation B) training C) performance evaluation D) selection E) institutionalization

Answer 37

D: selection Explanation: Selection is a two-way street, allowing employer or applicant to avoid a mismatch and sustaining an organization's culture by selecting out those who might attack or undermine its core values.

Question 38

The process that helps new employees adapt to the prevailing organizational culture is known as ________. A) satisficing B) reciprocal interdependence C) socialization D) formalization E) social loafing

Answer 38

C: socialization Explanation: No matter how good a job the organization does in recruiting and selection, new employees are not fully indoctrinated in the organization's culture and can disrupt beliefs and customs already in place. The process that helps new employees adapt to the prevailing culture is socialization.

Question 39

Which stage of the socialization process explicitly recognizes that each individual the organization comes across during the selection process has a set of values, attitudes, and expectations about both the work to be done and the organization? A) Post-encounter B) Prearrival C) Metamorphosis D) Pre-encounter E) Post-arrival

Answer 39

B: Prearrival Explanation: The prearrival stage explicitly recognizes that each individual arrives with a set of values, attitudes, and expectations about both the work to be done and the organization.

Question 40

When you start to accept the differences between your expectations and the reality of the organization, you move into the ________ stage of socialization. A) prearrival B) post-arrival C) acceptance D) metamorphosis E) post-encounter

Answer 40

D: metamorphosis Explanation: To work out any problems discovered during the encounter stage, the new member changes, or goes through the metamorphosis stage.

Question 41

Which of the following statements is true regarding the functions of culture in an organization? A) It hinders the generation of commitment to something larger than individual self-interest among employees. B) It conveys a sense of identity for organization members. C) It reduces the stability of the organizational system. D) It reduces distinctions between one organization and others. E) It does not affect employees' attitudes and behavior.

Answer 41

B: It conveys a sense of identity for organization members. Explanation: Culture facilitates the generation of commitment to something larger than individual self-interest. It conveys a sense of identity for organization members. Culture has a boundary-defining role: it creates distinctions between one organization and others. It is a sense-making and control mechanism that guides and shapes employees' attitudes and behavior.

Question 42

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 ________. A) decentralization B) organizational climate C) high departmentalization D) low formalization E) high work specialization

Answer 42

B: organizational climate Explanation: Organizational climate refers to the shared perceptions organizational members have about their organization and work environment. This aspect of culture is like team spirit at the organizational level.

Question 43

Pam works for a corporation that recently fired three top managers who were caught using the company credit cards to lavishly furnish their offices and even purchase "office" furniture that was found in their personal homes. Which method of maintaining an ethical culture is Pam's company pursuing? A) Serve as a visible role model B) Communicate ethical expectations C) Provide ethical training D) Visibly punish unethical acts E) Provide protective mechanisms

Answer 43

D: Visibly punish unethical acts Explanation: Research suggests managers can have an effect on the ethical behavior of employees by adhering to the following principles be a visible role model, communicate ethical expectations, provide ethical training, visibly reward ethical acts and punish unethical ones, and provide protective mechanisms. In this example, the company is visibly punishing unethical acts.

Question 44

Liz is the lead editor for a small, city newspaper. One of her advertising sales representatives is pulling in a lot of restaurant clients. Liz realizes that the representative is quite knowledgeable about food and speaks quite elegantly when describing different dishes. She has begun discussing with the representative the possibility of collaborating with a writer to include a weekly restaurant review that includes the representative on the byline. After the first couple of reviews, the representative is able to increase ad sizes and sales. He is very happy with his new job diversification. Which aspect of creating a positive organizational culture is Liz utilizing? A) Rewarding more than punishing B) Building on organization strengths C) Emphasizing individual vitality and growth D) Creating loose management oversight E) Using narrow spans of control

Answer 44

C: Emphasizing individual vitality and growth Explanation: A positive organizational culture emphasizes not only organizational effectiveness but also individuals' growth. No organization will get the best from employees who see themselves as mere cogs in the machine. Liz is helping her employee discover new aspects of his abilities and giving him new career opportunities.

Question 45

A paper sales company designs and offers a new method of purchasing and shipping commercial quantities of paper through its Web site. The company used to do its business through its sales representative. This is an example of a(n) ________ change. A) accidental B) secondary C) planned D) cognitive E) integrated

Answer 45

C: planned Explanation: The change mentioned in the case is an example of a planned change, or activities that are intentional and goal oriented, compared to accidental change, which refers to activities that just happen.

Question 46

________ is a change process based on systematic collection of data and selection of a change action based on what the analyzed data indicate. A) Organizational development B) Action research C) Planned change D) Process consultation E) Organizational restructuring

Answer 46

B: Action research Explanation: Action research is defined as a change process based on systematic collection of data and selection of a change action based on what the analyzed data indicate. Its value is in providing a scientific methodology for managing planned change.

Question 47

Organizations are increasingly adjusting their processes and positioning their products as environment friendly and sustainable in order to increase their appeal to consumers. This is a response to changes in ________. A) demographic trends B) social trends C) cultural trends D) legal requirements E) nature of the workforce

Answer 47

B: social trends Explanation: Social trends don't remain static. Consumers now meet and share information in chat rooms and blogs. Companies must continually adjust product and marketing strategies to be sensitive to changing social trends. Consumers, employees, and organizational leaders are more sensitive to environmental concerns. "Green" practices are quickly becoming expected rather than optional.

Question 48

Which of the following, if true, would most weaken the argument that Fony Corp. should upgrade its technology? A) Employees fear that the new technology will render them obsolete. B) The company will be able to recover the cost of the technology within four years of implementation. C) The new technology is expected to reduce the company's overall cost of production. D) The company's main client is threatening legal action after it had to recall nearly 2 million notebooks owing to defective batteries. E) The technology which the company is considering adopting was recently developed and has not yet been successfully implemented in a real business context.

Answer 48

E: The technology which the company is considering adopting was recently developed and has not yet been successfully implemented in a real business context. Explanation: If the technology which the company plans to adopt was newly developed and the company will be first to use it in a real business context, then this is a potential risk for the company, should the implementation fail. Hence, this most weakens the argument that Fony should upgrade its technology. The company should not avoid upgrading its technology just because of employees' unfounded fears that they might be rendered obsolete due to the new technology. That Fony will be able to recover the cost of the new technology within four years slightly strengthens the argument. If the technology is expected to reduce the cost of production, then this would strengthen the argument to upgrade the technology, as would the threat of legal action by a client.

Question 49

A paper sales company designs and offers a new method of purchasing and shipping commercial quantities of paper through its Web site. The company used to do its business through its sales representative. This is an example of a(n) ________ change. A) accidental B) secondary C) planned D) cognitive E) integrated

Answer 49

C: planned Explanation: The change mentioned in the case is an example of a planned change, or activities that are intentional and goal oriented, compared to accidental change, which refers to activities that just happen.

Question 50

Management of a company threatens to close a manufacturing plant in the company whose employees are resisting an across-the-board pay cut. But this threat is actually untrue. In this case, which of the following tactics of overcoming resistance to change is being used by the management? A) procedural fairness B) negotiation C) conciliation D) manipulation E) arbitration

Answer 50

D: manipulation Explanation: Manipulation refers to covert influence attempts. Twisting facts to make them more attractive, withholding information, and creating false rumors to get employees to accept change are all examples of manipulation.

Question 51

Organizations have built-in mechanisms—like their selection processes and formalized regulations—to produce stability. When an organization is confronted with change, these mechanisms act as a counterbalance to sustain stability. Which of the following organizational sources of resistance to change is represented by these mechanisms? A) group inertia B) selective information processing C) employee-orientation D) structural inertia E) product-orientation

Answer 51

D: structural inertia Explanation: Organizations have built-in mechanisms—like their selection processes and formalized regulations—to produce stability. When an organization is confronted with change, these mechanisms act as a counterbalance to sustain stability. These mechanisms represent structural inertia.

Question 52

Selective information processing is a major source of resistance to change. It indicates that ________. A) changes in organizational patterns may threaten the expertise of specialized groups so these groups tend to resist change B) individuals hear what they want to hear and they ignore information that challenges the world they've created C) limited changes in subsystems tend to be nullified by the larger system D) groups in the organization that control sizable resources often resist change E) even if individuals want to change their behavior, group norms may act as a constraint

Answer 52

B: individuals hear what they want to hear and they ignore information that challenges the world they've created Explanation: Individuals are guilty of selectively processing information in order to keep their perceptions intact. They hear what they want to hear, and they ignore information that challenges the world they've created.

Question 53

Which of the following tactics for overcoming resistance to change is most likely to be beneficial when employees' fear and anxiety are high? A) manipulation B) building support and commitment C) participation D) implementing changes fairly E) coercion

Answer 53

B: building support and commitment Explanation: When employees' fear and anxiety are high, counseling and therapy, new-skills training, or a short paid leave of absence may facilitate adjustment. These are the various ways of building support and commitment.

Question 54

Which tactic to overcome resistance to change is a relatively inexpensive way to gain the support of adversaries, but may backfire if the targets become aware of the tactic? A) negotiation B) conciliation C) manipulation D) coercion E) arbitration

Answer 54

C: manipulation Explanation: Both manipulation and cooptation are relatively inexpensive ways to gain the support of adversaries, but they can backfire if the targets become aware they are being tricked or used. Once that's discovered, the change agent's credibility may drop to zero.

Question 55

________ is one way to achieve unfreezing of an organization's status quo. A) Increasing the driving forces directing behavior away from the status quo B) Incorporating a structural inertia in the structure of the organization C) Increasing employee investment in the status quo D) Decreasing management's investment in change E) Increasing the rigidity of the organizational hierarchy

Answer 55

A: Increasing the driving forces directing behavior away from the status quo Explanation: The status quo is an equilibrium state. To move from equilibrium, to overcome the pressures of both individual resistance and group conformity, unfreezing must happen. The driving forces, which direct behavior away from the status quo, can be increased to achieve unfreezing.

Question 56

John Kotter built on Lewin's three-step model to create a more detailed approach for implementing change. Which of the following steps in Kotter's eight-step plan for implementing change represents the unfreezing stage in Lewin's three-step model? A) Plan for, create, and reward short-term "wins" that move the organization toward the new vision. B) Consolidate improvements, reassess changes, and make necessary adjustments in the new programs. C) Create a new vision to direct the change and strategies for achieving the vision. D) Empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving. E) Reinforce the changes by demonstrating the relationship between new behaviors and organizational success.

Answer 56

C: Create a new vision to direct the change and strategies for achieving the vision. Explanation: The first four steps in Kotter's eight-step plan for implementing change represent the unfreezing stage in Lewin's three-step model. One of these four steps is "Create a new vision to direct the change and strategies for achieving the vision."

Question 57

The step in the action research process where information is gathered about problems, concerns, and needed changes is known as the ________ stage. A) feedback B) evaluation C) diagnosis D) action E) prognosis

Answer 57

C: diagnosis Explanation: A change agent begins by gathering information about problems, concerns, and needed changes from members of the organization in the diagnosis stage. In action research, the change agent asks questions, reviews records, and interviews employees and listens to their concerns.

Question 58

During the design step of appreciative inquiry, participants ________. A) find a common vision of how the organization will look in the future B) use information from the discovery phase to speculate on possible futures C) identify the organization's strengths D) recount times they felt the organization worked best E) write action plans and develop implementation strategies

Answer 58

A: find a common vision of how the organization will look in the future Explanation: During the design step of appreciative inquiry, participants find a common vision of how the organization will look in the future and agree on its unique qualities.

Question 59

Brian's team just had a research breakthrough. They'll need several thousands of dollars to complete the project. Brian has called a series of meetings in which he's promoting the significance of the new discovery, explaining the economic benefits that will result from the final project, and answering questions. Brian is a(n) ________ within his company. A) change agent B) arbitrator C) manipulator D) idea champion E) stress creator

Answer 59

D: idea champion Explanation: Brian is an idea champion. Idea champions are individuals who take an innovation and actively and enthusiastically promote the idea, build support, overcome resistance, and ensure that the idea is implemented.

Question 60

What is power?

Answer 60

ability to influence the behavior of others and resist unwanted influence in return

Question 61

What two factors must be true in order for someone to have power over another?

Answer 61

1) They control something you desire 2) You do not have leverage on them

Question 62

What are the three factors of dependence?

Answer 62

1) importance 2) nonsubstitutability 3) scarcity

Question 63

What is the difference between leadership and power?

Answer 63

Leadership: -achieved through shared vision and commitment -downwards -leadership style vs Power: -achieved through dependence -all directions work -tactics for gaining compliance

Question 64

What are the two types of power?

Answer 64

1) Organizational 2) Personal

Question 65

What are the three types of organizational power and what do they mean?

Answer 65

1) Legitimate: individual’s position in an organization 2) Reward: produces positive benefits; therefore, one who can distribute rewards that others view as valuable will have power over those others 3) Coercive: depends on fear of negative results. It rests on the application, or the threat of application, of physical sanctions such as the infliction of pain, the generation of frustration through restriction of movement, or the controlling by force of basic physiological or safety needs

Question 66

What are the two types of personal power and what do they mean?

Answer 66

1) Expert: influence wielded as a result of expertise, special skill, or knowledge 2) Referent: identification with a person who has desirable resources or personal traits

Question 67

Which power tactic is the most effective?

Answer 67

Rational Persuasion

Question 68

What are the seven power tactics and what do they mean?

Answer 68

1) Rational persuasion: presenting logical arguments and factual evidence to demonstrate a request is reasonable. 2) inspirational appeals: developing emotional commitment by appealing to a target’s values, needs, hopes, and aspirations. 3) consultation: increasing the target’s support by involving him or her in deciding how you will accomplish your plan. 4) exchange: rewarding the target with benefits or favors in exchange for following a request. 5) personal appeals: asking for compliance based on friendship or loyalty. 6) ingratiation: using flattery, praise, or friendly behavior prior to making a request. 7) pressure: using warnings, repeated demands, and threats. coalitions: enlisting the aid or support of others to persuade the target to agree.

Question 69

What is political behavior?

Answer 69

activities that are not required as part of one’s formal role in the organization, but that influence the distribution of advantages within the organization

Question 70

What is impression management?

Answer 70

The process by which individuals attempt to control the impression others form of them

Question 71

What is conflict?

Answer 71

process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about

Question 72

What are the three types of conflict, and what do they mean?

Answer 72

Task: Relates to the content and goals of the work Relationship: Focused on interpersonal relationships Process: Relates to how the work should be done

Question 73

What are three types of where the conflict starts and what do they mean?

Answer 73

Dyadic: Between two people Intragroup: Conflict within a group Intergroup: Conflict between groups or teams

Question 74

What are the five stages of the conflict process?

Answer 74

1) Potential opposition or incompatibility 2) Cognition and personalization 3) Intentions 4) Behavior 5) Outcomes

Question 75

What are the five types of handling intentions?

Answer 75

1) Competing 2) Collaborating 3) Avoiding 4) Accommodating 5) Compromising

Question 76

What is negotiation (bargaining)?

Answer 76

process in which two or more parties exchange goods or services and attempt to agree upon the exchange rate for them

Question 77

What are the five steps of the negotiation process?

Answer 77

1) preparation and planning 2) definition of ground rules 3) clarification and justification 4) bargaining and problem solving 5) closure and implementation

Question 78

What does BATNA stand for?

Answer 78

Best Alternative To a Negotiated Agreement

Question 79

What does BATNA mean?

Answer 79

the lowest value acceptable to you for a negotiated agreement

Question 80

What is organizational culture?

Answer 80

a system of shared meaning held by members that distinguishes the organization from other organizations

Question 81

What are the seven characteristics of organizational culture and what do they mean?

Answer 81

1) Innovation and risk taking, which is the degree to which employees are encouraged to be both innovative and take risks. 2) Attention to detail, or the degree to which employees are expected to exhibit precision, analysis, and attention to detail. 3) Outcome orientation, or the degree to which management focuses on results rather than on processes used to achieve them. 4) People orientation, the degree to which management decisions consider the effect of outcomes on people within the organization. 5) Team orientation, described as the degree to which work activities are organized around teams rather than individuals. 6) Aggressiveness, or the degree to which people are aggressive and competitive. 7) Stability, or the degree to which activities emphasize maintaining the status quo.

Question 82

What does dominant culture mean?

Answer 82

expresses the core values a majority of members share and that give the organization distinct personality

Question 83

What is organizational climate?

Answer 83

shared perceptions organizational members have about their organization and work environment

Question 84

What is the ethical work climate (EWC)?

Answer 84

shared concept of right and wrong behavior in that workplace

Question 85

What is socialization?

Answer 85

process of helping new employees adapt to the organization’s culture

Question 86

What are the three steps of socialization and what do they mean?

Answer 86

Prearrival: each individual arrives with a set of values, attitudes, and expectations Encounter: individual confronts the possible dichotomy between expectations and reality Metamorphasis: work out any problems discovered during the encounter stage, the new member changes

Question 87

What is Attraction-Selection-Attrition (ASA)?

Answer 87

attracting people whose personalities fit the culture (person-organization fit)

Question 88

How can employees learn culture?

Answer 88

1) symbols 2) language 3) stories 4) ritual

Question 89

How to change a culture?

Answer 89

1) Change the leader 2) Merge or Acquire

Question 90

What are the two goals for change?

Answer 90

1) improve the ability of the organization to adapt to changes in its environment 2) change employee behavior

Question 91

What are the six forces of change?

Answer 91

1) Nature of the workforce 2) Technology 3) Economic Crisis 4) Competition 5) Social Trends 6) World Politics

Question 92

What are the individual sources related to resistance?

Answer 92

1) Habits: To cope with life’s complexities, we rely on habits or programmed responses. 2) Security: People with a high need for security are likely to resist change because it threatens their feelings of safety 3) Economic factors: Changes in job tasks or established work routines can arouse economic fears if people are concerned that they won’t be able to perform the new tasks or routines to their previous standards, especially when pay is closely tied to productivity. 4) fear of the unknown: Change substitutes ambiguity and uncertainty for the unknown. 5) selective information processing: Individuals are guilty of selectively processing information in order to keep their perceptions intact.

Question 93

What are the organizations sources related to resistance?

Answer 93

1) structural inertia: Organizations have built-in mechanisms to produce stability 2) limited focus of change: Organizations are made up of a number of interdependent subsystems. Changing one affects the others. 3) group inertia: Group norms may act as a constraint. 4) threat to expertise: Changes in organizational patterns may threaten the expertise of specialized groups. 5) threat to established power relationships: Redistribution of decision making authority can threaten long-established power relationships.

Question 94

What are the eight tactics to resist change?

Answer 94

1) Communication: resistance to change can be reduced through communicating to help employees see the logic of a change. 2) Participation: it is difficult for individuals to resist a change decision in which they participated. 3) Support and commitment: When employees’ fear and anxiety are high, counseling and therapy, new-skills training, or a short paid leave of absence may facilitate adjustment. 4) Develop positive relationships: People are more willing to accept changes if they trust the managers implementing them. 5) Implementing changes fairly: One way organizations can minimize negative impact is to make sure change is implemented fairly. 6) Manipulation and Cooptation: Manipulation refers to covert influence attempts, twisting and distorting facts to make them appear more attractive, withholding undesirable information, and creating false rumors to get employees to accept a change. Cooptation is a form of both manipulation and participation. It seeks to “buy off” the leaders of a resistance group by giving them a key role in the change decision. Both manipulation and cooptation are relatively inexpensive and easy ways to gain support. The tactics can backfire if the targets become aware that they are being tricked or used. 7) Selecting people who accept change: Research suggests the ability to easily accept and adapt to change is related to personality—some people simply have more positive attitudes about change than others. 8) Coercion: the application of direct threats or force on the resisters.

Question 95

What are the three steps in Lewin's Change Management Model?

Answer 95

1) Unfreezing the status quo. 2) Movement to a new state. 3) Refreezing the new change to make it permanent.

Question 96

What are the eight steps in Kotter's Change Model?

Answer 96

1) Create urgency 2) Form a powerful coalition 3) Create a vision for change 4) Communicate the vision 5) Empower action 6) Create quick wins 7) Build on the change 8) Make it stick

Question 97

In Kotter's Change model, which steps represent unfreezing?

Answer 97

1) Create urgency 2) Form a powerful coalition 3) Create a vision for change

Question 98

In Kotter's Change model, which steps represent change?

Answer 98

4) Communicate the vision 5) Empower action 6) Create quick wins

Question 99

In Kotter's Change model, which steps represent refreezing?

Answer 99

7) Build on the change 8) Make it stick

Question 100

What is action research?

Answer 100

a change process based on the systematic collection of data and selection of a change action based on what the analyzed data indicate

Question 101

What are the five steps in action research and what do they mean?

Answer 101

Diagnosis: gathering information about problems, concerns, and needed changes from members of the organization. Analysis: information is synthesized into primary concerns, problem areas, and possible actions. Feedback: sharing with employees what has been found from steps one and two, and the development of a plan for the change. Action: change agent and employees set into motion the specific actions to correct the problems that were identified. Evaluation: assess the action plan’s effectiveness.

Question 102

What is organizational development (OD)?

Answer 102

a collection of change methods that try to improve organizational effectiveness and employee well-being

Question 103

What are the six interventions for change agents?

Answer 103

1) Sensitivity training: a thorough, unstructured group interaction wherein participants discuss themselves and their interactive processes, loosely directed by a professional behavioral scientist. 2) Surveys: generally probe perceptions held by employees. 3) process consultation (PC): An outside consultant works with clients to understand the process events managers must deal with, and then coaches his or her client through the problem. 4) team building: uses high-interaction group activities to increase trust and openness among team members, improve coordinative efforts, and increase team performance. 5) intergroup development: seeks to change groups’ attitudes, stereotypes, and perceptions about each other. 6) appreciative inquiry (AI), or participation. This type of OD brings to light the positive, rather than the conflict. AI asks participants to look forward and project the future based on the positive components of an organization. The AI process consists of four steps—discovery, dreaming, design, and destiny—often played out in a large-group meeting over a 2- or 3-day time period and overseen by a trained change agent.

Question 104

What is a learning organization?

Answer 104

an organization that has developed the continuous capacity to adapt and change