Unit 4 Flashcards
(135 cards)
1
Q
Ways and means to encourage all personnel
a. planning
b. organizing
c. directing
d. supervising
A
c. directing
2
Q
to accomplish all assignments and goals in the most efficient manner
a. planning
b. organizing
c. directing
d. supervising
A
c. directing
3
Q
Overseeing the work of subordinates by their superiors
a. planning
b. organizing
c. directing
d. supervising
A
d. supervising
4
Q
act of watching & directing work and workers
a. planning
b. organizing
c. directing
d. supervising
A
d. supervising
5
Q
T/F: Supervision must be written, comprehensive, current, clearly stated and reinforced by discussion and example
A
False; direction
6
Q
entails responsibility in assuming that policies and procedures are followed
a. staffing
b. supervision
c. coordination
d. coordination
A
b. supervision
7
Q
wide
a. directing
b. supervising
A
a. directing
8
Q
narrow
a. directing
b. supervising
A
b. supervising
9
Q
it includes motivation, communication, supervision, training & leadership
a. directing
b. supervising
A
a. directing
10
Q
T/F: In supervising, direction is generally at top level
A
False; in directing
11
Q
T/F: Generally, direction is related to supervision which is the intermediate link between the workers and management
A
True
12
Q
Formulates policies and takes important decision
a. directing
b. supervising
A
a. directing
13
Q
financial and non-financial incentives
a. directing
b. supervising
A
a. directing
14
Q
Leads the efforts of medium and lower level executives
a. directing
b. supervising
A
a. directing
15
Q
It is only one of the elements of direction
a. directing
b. supervising
A
b. supervising
16
Q
It is restricted to the lower level management
a. directing
b. supervising
A
b. supervising
17
Q
He has to deal, guide and lead workers directly under his commands
a. directing
b. supervising
A
b. supervising
18
Q
____________ at lower level only for implementation
a. directing
b. supervising
A
b. supervising
19
Q
It cannot provide incentives but it can only recommend rewards in special case
a. directing
b. supervising
A
b. supervising
20
Q
Efforts of employee under his commands
a. directing
b. supervising
A
b. supervising
21
Q
Level 5 leadership:
Level 1
a. individual
b. team member
c. manager
d. leader
e. executive
A
a. individual
22
Q
Level 5 leadership:
Level 2
a. individual
b. team member
c. manager
d. leader
e. executive
A
b. team member
23
Q
Level 5 leadership:
Level 3
a. individual
b. team member
c. manager
d. leader
e. executive
A
c. manager
24
Q
Level 5 leadership:
Level 4
a. individual
b. team member
c. manager
d. leader
e. executive
A
d. leader
25
Level 5 Leadership:
Level 5
a. individual
b. team member
c. manager
d. leader
e. executive
e. executive
26
Level 5 Leadership:
capable; contributes talent, skills, and knowledge
a. individual
b. team member
c. manager
d. leader
e. executive
a. individual
27
Level 5 Leadership:
contributing; contributes individually, works well in a group
a. individual
b. team member
c. manager
d. leader
e. executive
b. team member
28
Level 5 Leadership:
competent, manages team members and assets to reach set objectives
a. individual
b. team member
c. manager
d. leader
e. executive
c. manager
29
Level 5 Leadership:
effective; stimulates high standards, champion dedication to vision
a. individual
b. team member
c. manager
d. leader
e. executive
d. leader
30
Level 5 Leadership:
builds excellence through dedication and humility
a. individual
b. team member
c. manager
d. leader
e. executive
e. executive
31
In organizations, a ________ leader transcends self-interest to serve others, the organization, and society.
a. servant
b. authentic
c. interactive
d. charismatic
e. transformational
f. transactional
a. servant
32
Servant leaders operate on two levels, which are:
a. for acting consistently with higher-order ethical values
b. for the fulfillment of their subordinates’ goals and needs
c. for inspiring and motivating people to do more than they would normally do
d. for the realization of the larger purpose or mission of their organization
b. for the fulfillment of their subordinates’ goals and needs
d. for the realization of the larger purpose or mission of their organization
33
give things away—power, ideas, information, recognition, credit for accomplishments, even money
a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader
a. servant leader
34
refers to individuals who know and understand themselves, who espouse and act consistent with higher-order ethical values, and who empower and inspire others with their openness and authenticity
a. servant leadership
b. authentic leadership
c. interactive leadership
d. charismatic leadership
e. transformational leadership
f. transactional leader
b. authentic leadership
35
To be authentic means being ______, staying true to one’s values and beliefs, and acting based on one’s true self rather than emulating what others do.
real
36
inspire trust and commitment because they respect diverse viewpoints, encourage collaboration, and help others learn, grow, and develop as leaders
a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader
b. authentic leader
37
means that the leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority
a. servant leadership
b. authentic leadership
c. interactive leadership
d. charismatic leadership
e. transformational leadership
f. transactional leader
c. interactive leadership
38
characterized by values such as inclusion, collaboration, relationship building, and caring
a. servant leadership
b. authentic leadership
c. interactive leadership
d. charismatic leadership
e. transformational leadership
f. transactional leader
c. interactive leadership
39
T/F:
Although transformational leadership is associated with women’s style of leading, both men and women can be effective transformational leaders.
false
(interactive - more assoc. with women; both men and women can be interactive leaders)
40
a fire that ignites followers’ energy and commitment, producing results above and beyond the call of duty
a. service
b. authenticity
c. interactivity
d. charisma
e. transformation
f. transaction
d. charisma
41
has the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice
a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader
d. charismatic leader
42
Followers are willing to put aside their own interests for the sake of the team, department, or organization.
a. servant leadership
b. authentic leadership
c. interactive leadership
d. charismatic leadership
e. transformational leadership
f. transactional leader
d. charismatic leadership
43
The following are where the impact of charismatic leaders normally comes from, EXCEPT:
a. stating a lofty vision of an imagined future that employees identify with,
b. displaying an ability to understand and empathize with followers
c. empowering and trusting subordinates to accomplish results
d. cultivating open communication to ensure authenticity within the team
d. cultivating open communication to ensure authenticity within the team
44
T/F:
Charismatic leaders tend to be more predictable because they create an atmosphere of change, and they may be obsessed by visionary ideas that excite, stimulate, and drive other people to work hard.
false
(charismatic leaders: less predictable)
45
similar to charismatic leaders, but they are distinguished by their special ability to bring about innovation and change by recognizing followers’ needs and concerns, providing meaning, challenging people to look at old problems in new ways, and acting as role models for the new values and behaviors
a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader
e. transformational leader
46
inspire followers not just to believe in the leader personally, but to believe in their own potential to imagine and create a better future for the organization
a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader
e. transformational leader
47
create significant change in both followers and the organization
a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader
e. transformational leader
48
have the ability to lead changes in the organization’s mission, strategy, structure, and culture, as well as to promote innovation in products and technologies
a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader
e. transformational leader
49
do not rely solely on tangible rules and incentives to control specific transactions with followers
a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader
e. transformational leader
50
focus on intangible qualities, such as vision, shared values, and ideas, to build relationships, give larger meaning to diverse activities, and find common ground to enlist followers in the change process
a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader
e. transformational leader
51
clarify the role and task requirements of subordinates, initiate structure, provide appropriate rewards, and try to be considerate and meet the social needs of their subordinates
a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader
f. transactional leader
52
T/F:
The servant leader’s ability to satisfy subordinates may improve productivity.
false
(transactional leader)
53
excel at management functions, are hardworking, tolerant, fair-minded, and take pride in keeping things running smoothly and
efficiently
a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader
f. transactional leader
54
often stress the impersonal aspects of performance, such as plans, schedules, and budgets
a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader
f. transactional leader
55
have a sense of commitment to the organization and conform to organizational norms and values
a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader
f. transactional leader
56
T/F:
Transactional leadership is important to all organizations, but leading change requires a different approach.
true
57
A leader who centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation
a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)
a. autocratic style of leadership
58
Strength:
One person authority, and the decisions will be quick and similar, this in turn can project an image of a confident, well managed business.
a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)
a. autocratic style of leadership
59
Weakness:
Subordinates may become dependent upon the leaders and supervision may be needed.
a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)
a. autocratic style of leadership
60
Weakness:
This style can decrease motivation and increase staff turnover
a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)
a. autocratic style of leadership
61
A leader who involves employees in decision making, delegates authority, encourages participation in deciding work methods and goals, and uses feedback to coach employees
a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)
b. democratic style of leadership
62
Strength:
This style can be particularly useful when complex decisions need to be made that require a range of specialist skills.
a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)
b. democratic style of leadership
63
Strength:
From the overall business’ point of view, job satisfaction and quality of work will improve.
a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)
b. democratic style of leadership
64
Weakness:
The decision-making process is severely slowed down, and the need of a consensus may avoid taking the ‘best’ decision for the business.
a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)
b. democratic style of leadership
65
The leader delegates much authority to employees.
a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)
c. laissez-faire (free-rein)
66
The leader’s role is peripheral and staff manage their own areas of the business.
a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)
c. laissez-faire (free-rein)
67
Strength:
The style brings out the best in highly professional and creative groups of employees.
a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)
c. laissez-faire (free-rein)
68
Weakness:
The leader therefore evades the duties of management and uncoordinated delegation occurs.
a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)
c. laissez-faire (free-rein)
69
Weakness:
This leads to a lack of staff focus and sense of direction, which in turn leads to much dissatisfaction, and a poor company image.
a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)
c. laissez-faire (free-rein)
70
To formulate and document policies and procedures that are constantly current and relevant effective pursuit of laboratory goals.
a. leadership responsibility
b. laboratory method
a. leadership responsibility
71
To effectively communicate these plans to all personnel
a. leadership responsibility
b. laboratory method
a. leadership responsibility
72
To provide efficient means for assuring compliance with policies and procedures
a. leadership responsibility
b. laboratory method
a. leadership responsibility
73
To encourage free flow and exchange of ideas through all levels of the organization
a. leadership responsibility
b. laboratory method
a. leadership responsibility
74
To assure an awareness by all personnel of current trends and practices in the delivery of hospital laboratory services
a. leadership responsibility
b. laboratory method
a. leadership responsibility
75
To develop and maintain effective relations with the medical staff and hospital administration for assuring an open exchange of the needs and concerns of all parties
a. leadership responsibility
b. laboratory method
a. leadership responsibility
76
To develop and constantly update all laboratory procedures and policies by preparation of appropriate manual
a. leadership responsibility
b. laboratory method
b. laboratory method
77
To schedule and conduct periodic meetings with the staff for discussion and review of policies and procedures
a. leadership responsibility
b. laboratory method
b. laboratory method
78
To delegate the responsibility for efficiently monitoring compliance with policies and procedures
a. leadership responsibility
b. laboratory method
b. laboratory method
79
To conduct periodic meeting with the laboratory staff to encourage innovative thinking and improvement in services
a. leadership responsibility
b. laboratory method
b. laboratory method
80
To fully support and generously budget for a meaningful laboratory continuing program
a. leadership responsibility
b. laboratory method
b. laboratory method
81
To assure awareness of the laboratory mission by requiring that appropriate personnel attend all hospital and medical staff meeting that call for laboratory representation
a. leadership responsibility
b. laboratory method
b. laboratory method
82
Leaders are concern for the feelings, needs, personal interest, problems, and well-being of followers
a. concern for people
b. concern for production
a. concern for people
83
Leaders are concerned about the activities designed to accomplish group goals such as organizational tasks, assigning responsibilities and establishing performance standards
a. concern for people
b. concern for production
b. concern for production
84
Thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo
a. country club management (1,9)
b. team management (9,9)
c. middle-of-the-road management (5,5)
d. impoverished management (1,1)
e. authority-compliance (9,1)
a. country club management (1,9)
85
Work accomplishment is from committed people; interdependence through a “common stake” in organization purpose leads to relationships of trust and respect
a. country club management (1,9)
b. team management (9,9)
c. middle-of-the-road management (5,5)
d. impoverished management (1,1)
e. authority-compliance (9,1)
b. team management (9,9)
86
adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level
a. country club management (1,9)
b. team management (9,9)
c. middle-of-the-road management (5,5)
d. impoverished management (1,1)
e. authority-compliance (9,1)
c. middle-of-the-road management (5,5)
87
exertion of minimum effort to get required work done is appropriate to sustain organization membership
a. country club management (1,9)
b. team management (9,9)
c. middle-of-the-road management (5,5)
d. impoverished management (1,1)
e. authority-compliance (9,1)
d. impoverished management (1,1)
88
efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree
a. country club management (1,9)
b. team management (9,9)
c. middle-of-the-road management (5,5)
d. impoverished management (1,1)
e. authority-compliance (9,1)
e. authority-compliance (9,1)
89
focus on the organization
a. manager
b. leader
a. manager
90
rational
a. manager
b. leader
a. manager
91
maintains stability
a. manager
b. leader
a. manager
92
assigns tasks
a. manager
b. leader
a. manager
93
organizes
a. manager
b. leader
a. manager
94
analyzes
a. manager
b. leader
a. manager
95
position power
a. manager
b. leader
a. manager
96
focus on people
a. manager
b. leader
b. leader
97
visionary
a. manager
b. leader
b. leader
98
promotes change
a. manager
b. leader
b. leader
99
defines purpose
a. manager
b. leader
b. leader
100
nurtures
a. manager
b. leader
b. leader
101
innovates
a. manager
b. leader
b. leader
102
personal power
a. manager
b. leader
b. leader
103
T/F:
A virtual team can be local, national, or global, with members coming from one firm or many.
true
104
a group made up of geographically or organizationally dispersed members who are linked primarily through advanced information and telecommunications technologies
virtual team
105
is a period of orientation and getting acquainted
a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage
a. the forming stage
106
members break the ice and test one another for friendship possibilities and task orientation
a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage
a. the forming stage
107
uncertainty is high during this stage, and members usually accept what- ever power or authority is offered by either formal or informal leaders
a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage
a. the forming stage
108
the stage where individual personalities emerge
a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage
b. the storming stage
109
people become more assertive in clarifying their roles and what is expected of them
a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage
b. the storming stage
110
this stage is marked by conflict and disagreement
a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage
b. the storming stage
111
people may disagree over their perceptions of the team’s
goals or how to achieve them
a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage
b. the storming stage
112
members may jockey for position, and coalitions or subgroups based on common interests may form
a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage
b. the storming stage
113
conflict is resolved and team harmony and unity emerge
a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage
c. the norming stage
114
consensus develops on who has the power, who the leaders are, and what the various members’ roles are
a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage
c. the norming stage
115
members come to accept and understand one another
a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage
c. the norming stage
116
differences are resolved, and members develop a sense of
team cohesion
a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage
c. the norming stage
117
The team leader should emphasize unity within the team and help to clarify team norms and values
a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage
c. the norming stage
118
the major emphasis is on problem solving and accomplishing the assigned tasks
a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage
d. the performing stage
119
members are committed to the team’s mission
a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage
d. the performing stage
120
they are coordinated with one another and handle disagreements in a mature way
a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage
d. the performing stage
121
they confront and resolve problems in the interest of task accomplishment
a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage
d. the performing stage
122
they interact frequently and direct their discussions and influence toward achieving team goals
a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage
d. the performing stage
123
occurs in committees and teams that have a limited task to perform and are disbanded afterward
a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage
e. the adjourning stage
124
during this stage, the emphasis is on wrapping up and gearing down
a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage
e. the adjourning stage
125
task performance is no longer a top priority
a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage
e. the adjourning stage
126
members may feel heightened emotionality, strong cohesiveness, and depression or regret over the team’s disbanding
a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage
e. the adjourning stage
127
reflects assertiveness to get one’s own way and should be used when quick, decisive action is vital on important issues or unpopular actions, such as during emergencies or urgent cost cutting requirements
a. the dominating style (my way)
b. the compromising style (halfway)
c. the accommodating style (your way)
d. the collaborating style (our way)
e. the avoiding style (no way)
a. the dominating style (my way)
128
reflects a moderate amount of both assertiveness and cooperativeness
a. the dominating style (my way)
b. the compromising style (halfway)
c. the accommodating style (your way)
d. the collaborating style (our way)
e. the avoiding style (no way)
b. the compromising style (halfway)
129
appropriate when the goals on both sides are equally important, when opponents have equal power and both sides want to split the difference, or when people need to arrive at temporary or expedient solutions under time pressure
a. the dominating style (my way)
b. the compromising style (halfway)
c. the accommodating style (your way)
d. the collaborating style (our way)
e. the avoiding style (no way)
b. the compromising style (halfway)
130
reflects a high degree of cooperativeness, which works best when people realize that they are wrong, when an issue is more important to others than to oneself, when building social credits for use in later discussions, and when maintaining harmony is especially important
a. the dominating style (my way)
b. the compromising style (halfway)
c. the accommodating style (your way)
d. the collaborating style (our way)
e. the avoiding style (no way)
c. the accommodating style (your way)
131
reflects a high degree of both assertiveness and cooperativeness
a. the dominating style (my way)
b. the compromising style (halfway)
c. the accommodating style (your way)
d. the collaborating style (our way)
e. the avoiding style (no way)
d. the collaborating style (our way)
132
enables both parties to win, although it may require substantial bargaining and negotiation
a. the dominating style (my way)
b. the compromising style (halfway)
c. the accommodating style (your way)
d. the collaborating style (our way)
e. the avoiding style (no way)
d. the collaborating style (our way)
133
important when both sets of concerns are too important to be compromised, when insights from different people need to be merged into an overall solution, and when the commitment of both sides is needed for a consensus
a. the dominating style (my way)
b. the compromising style (halfway)
c. the accommodating style (your way)
d. the collaborating style (our way)
e. the avoiding style (no way)
d. the collaborating style (our way)
134
reflects neither assertiveness nor cooperativeness
a. the dominating style (my way)
b. the compromising style (halfway)
c. the accommodating style (your way)
d. the collaborating style (our way)
e. the avoiding style (no way)
e. the avoiding style (no way)
135
appropriate when an issue is trivial, when there is no chance of winning, when a delay to gather more information is needed, or when a disruption would be costly
a. the dominating style (my way)
b. the compromising style (halfway)
c. the accommodating style (your way)
d. the collaborating style (our way)
e. the avoiding style (no way)
e. the avoiding style (no way)
