2013 Midterm 1 & 2 Questions Flashcards
(48 cards)
1
Q
- According to the lecture notes, the reason more people drown at Coney Island when hot dog consumption increases is: (1,1)
A. An intervening variable
B. A false correlation
C. Causation by the hot dogs
D. Causation by drowning
E. The hot dogs had been eaten less than ½ hour before swimming.
A
A. An intervening variable
2
Q
2. In the Luthans' model, he shows that effective managers spend the largest portion of their time doing what? (1,2) A. Traditional Management Functions B. Human Resource Management C. Communication D. Networking E. None of these
A
C. Communication
3
Q
3. (p. 5) The objective of organizational behavior is to develop a better \_\_\_. (1,3) A. understanding of competitors B. understanding of people at work C. collective processes D. indoctrination system for employees E. fit with the external environment
A
B. understanding of people at work
4
Q
- According to your textbook, studies at the Western Electric Hawthorne Plant in the 1930’s showed that “supportive supervision”: (1,4)
A. created record breaking performance
B. proved that ergonomics was the key to high production
C. employees behavior can’t be changed
D. showed that increasing the lighting improved production in the long run
E. nobody knows for certain why production improved—too many factors
A
E. nobody knows for certain why production improved—too many factors
In class, we discussed the fact that watching people may change the way they work. We called this the “Hawthorne Effect.” However, as your textbook points out on page 8, there were many other factors as well, such as money, fear of unemployment during the Great Depression, managerial discipline and high quality raw materials. Since there was not just one single factor, nobody really knows for sure why production improved. The results of the study were inconclusive, even though at the time the improvements were attributed to “supportive supervision.”
5
Q
5. Which one of the following is not one of the groups of human traits described in class? (2,1) A. Biographical B. Physical C. Emotional D. Attitudes
A
C. Emotional
6
Q
- Janet’s supervisor says to her, “if you are late one more time, you will be fired—no excuses!” This is an example of: (2,3)
A. A supervisor who doesn’t listen
B. A supervisor who uses the medical model
C. A supervisor who has a “Type B” personality
D. A supervisor who should be removed
E. A supervisor who is a behaviorist.
A
E. A supervisor who is a behaviorist.
7
Q
- Test reliability means that a test is: (2,4)
A. Always right
B. Measures what it was intended to measure
C. Measures variables that are useful to the user
D. Measures the same way every time
E. Legal to use
A
D. Measures the same way every time
8
Q
8. (p. 162) According to research on the stability of attitudes, when is a person least likely to change his or her general attitudes? (2,5) A. Childhood B. Adolescence C. Early adulthood D. Middle adulthood E. Late adulthood
A
D. Middle adulthood
9
Q
9. (p. 170) Fulfilling one's needs, attaining important values, and being treated fairly at work are all causes of \_\_\_\_. (2,7) A. job satisfaction B. met expectations C. absenteeism D. turnover E. intelligence
A
A. job satisfaction
10
Q
- (p. 139) Intelligence results from a combination of ____. (3,1)
A. innate capacity and environmental influences
B. nature and genetics
C. innate capacity and formal education
D. formal education and life experiences
E. nurture and environmental influences
A
A. innate capacity and environmental influences
11
Q
- Early research on personality and body types argued that: (3,2)
A. Personality was determined by body shape
B. Ectomorphs were happy and carefree
C. Phrenology works better than physiognomy
D. Criminals had been raised in a criminal environment
E. Twins studies prove that IQ is inherited.
A
A. Personality was determined by body shape
12
Q
12. (p. 133) Regarding the Big Five personality dimensions, a person scoring high on \_\_\_\_\_ is trusting, good natured, cooperative, and soft-hearted. (3,3) A. extraversion B. agreeableness C. conscientiousness D. emotional stability E. openness to experience
A
B. agreeableness
13
Q
- In Social Learning Theory, Bandura suggested that our traits are transformed into behavior as a result of: (3,4)
A. our perception of previous life experiences
B. our genetics
C. differences in our backgrounds
D. our emotional stability
E. our openness to experience
A
A. our perception of previous life experiences
14
Q
14. Which of the following is NOT one of the theories of conflict we studied in class? (3,8) A. The Psychodynamic Perspective B. Field Theory C. Cognitive Choice Model D. Social Exchange Perspective E. Human Relations Model
A
C. Cognitive Choice Model
15
Q
15. (p. 336) The \_\_\_\_\_ model proposes that managers use a four-step sequence when making decision: (1) identify the problem, (2) generate alternative solutions, (3) select a solution, and (4) implement and evaluate the solution. (4,1) A. rational B. normative C. scenario D. garbage can E. contingency
A
A. rational
16
Q
16. (p. 349) \_\_\_\_\_ is a capacity for attaining direct knowledge or understanding without the apparent intrusion of rational thought or logical inference. (4,2) A. Escalation of commitment B. Analytical ability C. Decision making D. Intuition E. Creativity
A
D. Intuition
17
Q
- The survival exercise showed that: (4,3)
A. Good group decisions are only possible when everyone agrees quickly
B. Members of a decision-making group must high levels of expertise
C. Group decisions are superior to decisions made by individuals
D. Group members’ disagreement is important for good decisions
E. You should try to walk back to the nearest city if your plane crashes in Canada.
A
D. Group members’ disagreement is important for good decisions
18
Q
18. In making the hiring decision, the tool that is least effective in selecting candidates who will be successful is: (4,4) A. A job interview B. An IQ test C. References D. Roll playing E. A writing sample
A
A. A job interview
19
Q
19. (p. 232) The primary objective of the Hackman and Oldham job characteristics model is to increase \_\_\_\_. (5,3) A. performance quality B. internal motivation C. core job performance D. job satisfaction E. critical psychological states
A
B. internal motivation
20
Q
- (p. 215) One characteristic of high achievers is that they ____. (5,4)
A. prefer extremely difficulty
B. prefer situations in which their performance is due to their own efforts
C. desire feedback on their failures but not their successes
D. desire feedback on their successes but not their failures
E. like to compete against people who are much more skilled than they are
A
B. prefer situations in which their performance is due to their own efforts
21
Q
21. (p. 225) \_\_\_\_\_ refers to the positive or negative value people place on outcomes. (5,5) A. Instrumentality B. Valence C. Inequity D. Expectancy E. Cognitive dissonance
A
B. Valence
22
Q
- When looking at their own pay, most people: (5,6)
A. Overestimate their earning ability
B. Find it the most important motivator
C. Don’t look at the earnings of people in other companies to compare wages
D. See pay as an internal motivator
E. Don’t realize they could make more if they looked for another job.
A
A. Overestimate their earning ability
23
Q
- What is the relationship of motivation to productivity? Are highly motivated employees more productive? (5,1)
A
As we discussed in class, while there is some evidence to support this, overall, the evidence of a direct relationship between motivation and productivity is inconclusive. Some better known theories, such as the work of Maslow, have not been fully supported by research findings. Only “goal setting” appears to be supported by research as a motivator that causes productivity, but this is also dependent on the type of employee and the specific situation. Even though we can’t “prove” that motivated employees are more productive, that does not mean we don’t want to try to motivate them. As managers we have an ethical responsibility to make the workplace as worker friendly as possible, even though we may not have proof that this will increase outputs. In fact, according to Herzberg, our biggest problem may be “demotivating” employees by not providing for their basic needs—although this theory is also not fully supported by research either.
They are lots of studies done on this but all research shows it is inconclusive. When we did the presentation on motivation. My groups was given goal setting. In our topic there was some evidence that showed people who set goals are more productive and in many cases more motivated. that being said it is still not clear. it depended on the person and their situation. So it is still inconclusive to say motivation improves productivity
24
Q
In one of the group presentations, four kinds of stereotyping were discussed. Name two of these and describe a positive or negative outcome associated with each. (Student Presentation)
A
The four kinds of stereotyping are:
A. Gender Stereotyping—this can result in discrepancies in pay, reduced opportunities for women and sexual harassment. I can’t think of anything positive, but if you can, it had better not be a stereotype.
B. Disability Stereotyping—this can result in all people with disabilities being lumped together, irrespective of the disability. This results in loss of employment opportunities that fit the needs of the individual, as well as the loss of qualified people to fill jobs. Again, I’m at a loss to find anything positive about this, but you can try.
C. Age Stereotyping—May be called “ageism” or “adultism.” This is the assumption that older (or younger) people are incapable of doing a job because of age. Studies don’t support this, and highly productive people may be passed over for jobs when this is practiced. If you think there are positives to this, remember that your professor is old and I am reading this.
D. Racial Stereotyping—This is the practice of ascribing broad traits to racial or ethnic groups. Wars have been fought over this one, so don’t even try to tell me anything positive about it.
25
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1. (p. 275) Which of the following meets the four sociological criteria of a group? (6,1)
A. A crowd on a street watching a parade
B. The employees of a large organization
C. People standing in line at the store
D. The United Auto Workers union
E. A planning committee
```
E. A planning committee
26
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2. (p. 280) According to Tuckman's five-stage theory of group development, the _____ stage is when questions about authority and power are resolved through unemotional, matter-of-fact group discussion. (6,2)
A. Storming
B. Norming
C. Forming
D. Adjourning
E. Performing
```
B. Norming
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3. (p. 296) _____ occurs when an individual's judgment is distorted by the unanimous but incorrect opposition of a non-cohesive group. (6,3)
A. The Asch effect
B. Role overload
C. Role conflict
D. Groupthink
E. Social loafing
```
A. The Asch effect
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4. (p. 313) Which of the following is a typical problem experienced by team members? (6,4)
A. Vague or conflicting team assignments.
B. Inadequate team skills training.
C. Poor interpersonal skills.
D. Poor staffing of teams.
E. Hostile organizational environment for teams.
C. Poor interpersonal skills.
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5. The basis of the "Sioux Methodology," discussed in class and in the film clip is that: (6,6)
A. In groups, comments of others should be honored before making comments of your own
B. Affect is more important than task in group discussions
C. Task is more important than affect in group discussions
D. In groups, the strongest person always gets his or her way
E. Hollywood movies are inaccurate in their portrayal of Native American culture.
A. In groups, comments of others should be honored before making comments of your own
30
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6. (p. 298) Assigning someone the role of devil's advocate when discussing major alternatives is a way to prevent ___. (6,7)
A. Groupthink
B. The Asch effect
C. Social loafing
D. Role ambiguity
E. Role overload
```
A. Groupthink
31
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7. (p. 421) Which medium has the greatest information richness? (7,1)
A. Face-to-face.
B. Telephone.
C. Formal numeric.
D. Personal written.
E. Formal written.
```
A. Face-to-face.
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8. According to the communication model presented in class, communication consists of which three interrelated parts: (7,3)
A. Actors, messengers and motivators
B. Senders, receivers and filters
C. Inputs, outputs and overrides
D. Effective, ineffective and neutral speech
E. Mylons, cardons and phrenons
B. Senders, receivers and filters
33
9. In class, and in the notes, we presented the "Group Communication Model." In this model, the "self" is: (7,7)
A. A collection of attitudes, values and beliefs
B. The "Id"
C. Unrelated to others in the group
D. Your contexts, relationships, strategies and U/C reduction
E. The part of you outside of the organization.
A. A collection of attitudes, values and beliefs
34
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10. (p. 409) A(n) _____ communication style is expressive and self-enhancing, but takes unfair advantage of others. (7,8)
A. Nonassertive
B. Assertive
C. Reasons
D. Aggressive
E. Results
```
D. Aggressive
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11. We can experience information overload because: (7,10)
A. Most people have a short attention span
B. We use too many mnemonic devices
C. Of our inability to store more than 7 pieces of information in active memory
D. Halo effect
E. Asch effect
C. Of our inability to store more than 7 pieces of information in active memory
36
12. Power is (as defined in class): (8,1)
A. Coercive
B. An indirect application of influence
C. The ability to do work
D. The difference between war and diplomacy
E. Ineffective if not used positively
C. The ability to do work
37
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13. (p. 442) A sales manager who threatens to fire any salesperson who uses a company car for personal purposes is relying on _____ power. (8, 2)
A. Referent
B. Expert
C. Legitimate
D. Coercive
E. Reward
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D. Coercive
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14. (p. 444) You are a management consultant and a manager from Texaco asks you to summarize the best research evidence on the impact of French and Raven's five bases of power on job performance, job satisfaction, and turnover. Which of these would be a correct response? (8,2)
A. Reward power had stronger positive impacts than referent power.
B. No conclusive evidence was found.
C. Employees resent legitimate power, therefore ignore it.
D. Expert and referent power had a generally positive impact.
E. Coercive power can be used to fool people into thinking you will take actions you are actually unwilling to take.
D. Expert and referent power had a generally positive impact.
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15. (p. 439) Commitment, compliance, and resistance are ____. (8,3)
A. Ways to decrease political behavior in the workplace
B. Ways of employee empowerment
C. Possible outcomes of influence attempts
D. Methods of delegation
E. Dimensions of power
C. Possible outcomes of influence attempts
40
16. Kant said that it was inappropriate to use the power of leadership to acquire personal gain because: (8,5)
A. You could be caught and fired.
B. Others will be disappointed in your actions
C. The needs of the many outweigh the needs of the few
D. You have a social contract not to do things like this
E. It is wrong
E. It is wrong
41
17. According to the class notes, making an ethical decision is: (8,6)
A. More difficult in organizations
B. A three-step process
C. A rational comparison of the facts to our values
D. Independent of the monetary value of the decision
E. Dependent on the current definitions of morality
B. A three-step process
42
18. Kerr and Jermier described two ways the ability of a leader to influence followers' actions could be limited or restricted. They called these factors: (9,1)
A. Tasks and Affects
B. Transactions and Transformations
C. Substitutes and Neutralizers
D. In-group experiences and Out-group experiences
E. Incompetence and Callousness
C. Substitutes and Neutralizers
43
19. The "Great Man Theory" is: (9,3)
A. An explanation of why presidents are great leaders
B. The reason more CEO's are men
C. How behaviors create great leaders.
D. The basis for a transformational leader
E. Wrong
E. Wrong
44
20. (p. 481) According to _____ leader behavior is acceptable when employees view it as a source of satisfaction. Leader behaviors are motivational to the extent that they reduce obstacles that interfere with goal attainment, provide guidance, and tie rewards to goal accomplishment. (9,4)
A. Graen's leader-member exchange model
B. Hersey and Blanchard's situational leadership theory
C. House's path-goal theory
D. Fiedler's contingency model
E. Stogdill's trait theory
C. House's path-goal theory
45
21. (p. 486) Research on transformational leadership yielded which of the following? (9,5)
A. Transformational leadership was negatively related to employee motivation.
B. Transformational leadership was negatively related to intrinsic motivation.
C. Followers of transformational leaders exerted less effort than those of laissez-faire leaders.
D. Followers of transformational leaders reported less job satisfaction than those of laissez-faire leaders.
E. Transformational leadership was positively related to organizational performance.
E. Transformational leadership was positively related to organizational performance.
46
22. A "disappearing leader" is one who: (9,7)
A. Has leadership influence even after he or she is gone from the group
B. Quits before the job is done, and leaves others to lead
C. Stays only in the background—leads from behind
D. Is ineffective because he or she is not charismatic
E. Takes a long lunch hour.
A. Has leadership influence even after he or she is gone from the group
47
23. The "Appearance of Leadership" is a concept we described in class. What do we mean by this? Please define and explain this term. (9,2)
The appearance is leadership is the descriptive term used to explain the human tendency to ascribe great leadership skills to individuals we may like or respect. The person having the appearance of leadership is assumed by followers to be a great leader because the individual has traits and behaviors we commonly (but erroneously) associate with great leaders. This can be traits or behaviors such as being tall, male, confident, assertive, attractive, or forceful. Because of our assumption that great leaders have these traits, some people often try to copy these behaviors when attempting to exercise leadership. Note that the "appearance of leadership" is about followers' attitudes and not about any traits of the leaders. Your answer needs to reflect that this is about the attitudes of followers and not the actions of the leaders. See page 204-205 in the textbook in which "attribution theory" is discussed. Describing the appearance of leadership in terms of leader behaviors or actions is incorrect.
Its what we see as a good leader, certain traits. In Class we talked about a time when our teacher went to a meeting and all the CEO's were tall, white, males. In class we talked about those are the traits most people will see and assume they are a good leader. In many cases they arent. Also we talked about Bob when he was promoted to a different department when Jim had a heart attack. In Bobs old job he was a good leader in the eyes of his workers but in the other department they hated him. So the appearance of leadership is based more on the followers than it is on the actual leader
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24. In the group presentation and in the textbook you were given 6 guidelines for building trust. Give an example of one of these and explain how you think it builds trust.
The answer to this question was given in the student presentation as well as pages 313-314 of your textbook. The six guidelines are:
```
Communication
Support
Respect
Fairness
Predictability
Competence.
```
For full credit, you needed to give me ONE of the guidelines from this list. I will give partial credit for an explanation that fits into one of these categories.
