Exam 2

Question 1

The incident of the Denver mint flawed coin is an example of:

Answer 1

Feedback Control

Question 2

How is planning linked to the control process?

Answer 2

Planning provides the goals and standards.

Question 3

Controlling is the process of _______, _______ and ________ work performance.

Answer 3

Monitoring, comparing and correcting

Question 4

Why are most managers reluctant to empower their employees?

Answer 4

They are anxious that they will be responsible for poor performance.

Question 5

The third step in the control process is to take managerial action to:

Answer 5

Correct deviation or revise the standard

Question 6

(True or False) Immediate corrective action involves not just correcting deviation but also examining the cause of deviation.

Answer 6

False

Question 7

The control process assumes that:

Answer 7

the organization has goals and standards for performance

Question 8

Chris Tanner is sales manager for Eastern States, a distributor of imported beers in several states in the US. East coast. When a particular brand exceeds its sales goal significantly for the month of July, what should his response be?

Answer 8

Revise the standard and order new stock to keep up with the demand

Question 9

What are the measures of organizational performance?

Answer 9

Organizational productivity, Industry rankings and organizational effectiveness.

Question 10

Which is the most desirable type of control?

Answer 10

Feed-forward control

Question 11

According to the ________ theories of leadership, Abraham Lincoln and Martin Luther King Jr. are examples of individuals having characteristics that differentiate leaders from non-leaders. These characteristics were: self-awareness, clarity of speech, keen intellect and an ability to relate to people.

Answer 11

Contextual

Question 12

The most effective behavioral dimension in the University of Iowa studies was:

Answer 12

Democratic

Question 13

In the University of Michigan studies, _________ leaders were associated with high group productivity and higher job performance.

Answer 13

Employee-Oriented

Question 14

(True or False) Leaders performed best with a (9,9) style in the managerial grid.

Answer 14

True

Question 15

(True or False) In the University of Michigan studies, employee oriented leaders were associated with high subordinate performance.

Answer 15

True

Question 16

(True or False) In the University of Michigan studies, being considerate of followers’ ideas and
feelings was associated with high subordinate performance.

Answer 16

False

Question 17

(True or False) Fiedler proposed that there were three styles of leadership.

Answer 17

False

Question 18

(True or False) Fiedler proposed that leadership styles were fixed.

Answer 18

True

Question 19

(True or False) Fiedler used the LPC questionnaire to assess individuals’ leadership styles.

Answer 19

True

Question 20

(True or False) Fiedler proposed that eight situational factors influenced leaders’ effectiveness.

Answer 20

True

Question 21

In the managerial grid, the position 9, 1 represents?

Answer 21

Task Management

Question 22

Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree.

Answer 22

Task Management (9,1)

Question 23

Thoughtful attention to needs of people for satisfying relationship leads to a comfortable, friendly organization atmosphere and work tempo.

Answer 23

Country Club Management (1,9)

Question 24

Exertion of minimum effort to get required work done is appropriate to sustain organization membership.

Answer 24

Impoverished Management (1,1)

Question 25

Work accomplished is from committed people; interdependence through a common stake in organization purpose leads to relationships of trust and respect.

Answer 25

Team Management (9,9)

Question 26

According to Fiedler’s model, the least preferred coworker questionnaire measures the:

Answer 26

Leaders' Style

Question 27

According to Fiedler, a relationship-oriented leader was most effective in:

Answer 27

A moderatley favorable situation

Question 28

According to Fiedler, a task-oriented leader was most effective in:

Answer 28

Both highly favorable and highly unfavorable situations

Question 29

During the _____ stage of group development, there is conflict over who will control the group.

Answer 29

Storming

Question 30

During the ______ stage of group development, the group becomes cohesive and there is a strong sense of group identity and camaraderie.

Answer 30

Norming

Question 31

When group tasks are more simple and independent the effect of dysfunctional conflict on group performance is:

Answer 31

decreased

Question 32

(True or False) Conformity is a positive force in group dynamics.

Answer 32

False.

Question 33

The relationship between cohesiveness and productivity are influenced by whether there is an alignment of group and organizational goals. What happens when there is high cohesiveness and low alignment?

Answer 33

A decrease in productivity

Question 34

If cohesiveness is low but alignment is high, what happens?

Answer 34

Moderate increase in productivity

Question 35

(True or False) “All teams are groups but all groups are not teams”

Answer 35

True

Question 36

What does a team have which a group does not have?

Answer 36

Synergy

Question 37

The quality control team in the Kraft Foods plant in Suttontown, Australia is subject to the external conditions imposed on it. Which among the factors below is not an “external condition”? - Organizational Strategy - Organizational Rules and Regulations - Company policies - Group member resources - Selection criteria of the organization

Answer 37

Group member resources

Question 38

When an individual resolves conflict by placing another’s’ needs and concerns above his own, the technique is called:

Answer 38

Accommodation

Question 39

Idea that individuals are susceptible to pressures that influence an individual’s judgments and attitudes.

Answer 39

Conformity

Question 40

The degree to which group members are attracted to one another and share a group’s goals.

Answer 40

Group Cohesiveness

Question 41

What is the order of needs in the Maslow’s hierarchy (from the most basic need)?

Answer 41

Physiological needs, safety needs, social needs, esteem needs, and self-actualization needs

Question 42

According to Herzberg’s theory, ‘achievement’, ‘recognition’, ‘advancement’ and ‘growth’ are called:

Answer 42

Motivators

Question 43

The assumption that “employees are creative, enjoy work, seek responsibility and can exercise self-direction”

Answer 43

Theory Y

Question 44

The assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to perform.

Answer 44

Theory X

Question 45

(True or False) Herzberg proposed that intrinsic factors are related to job satisfaction.

Answer 45

True

Question 46

(True or False) Herzberg proposed that extrinsic factors are related to job dissatisfaction.

Answer 46

True

Question 47

(True or False) Herzberg proposed that extrinsic factors are related to job satisfaction.

Answer 47

False. | Extrinsic factors are related to job dissatisfaction.

Question 48

(True or False) Herzberg proposed that intrinsic factors are related to job dissatisfaction.

Answer 48

False. | Intrinsic factors are related to job satisfaction.

Question 49

(True or False) Herzberg believed that the factors that led to job satisfaction were the same factors that led to job dissatisfaction.

Answer 49

False.

Question 50

The three needs in McClelland’s motivation theory are:

Answer 50

achievement, affiliation, and power

Question 51

According to goal setting theory, higher performance occurs when individuals have goals that are _____ and _____.

Answer 51

Specific and challenging

Question 52

The vertical expansion of a job by adding planning and evaluating responsibilities is called:

Answer 52

Job enrichment

Question 53

Reinforcement theory states that behavior is a function of:

Answer 53

its consequences

Question 54

In the job characteristics model, the degree to which the job has a substantial impact on the lives and work of other people is called:

Answer 54

task significance

Question 55

Employee productivity is a performance measure of employees that measures:

Answer 55

efficiency and effectiveness

Question 56

Term defining employees that fail to show at work.

Answer 56

Absenteeism

Question 57

An employee attitude that we are interested in studying is:

Answer 57

job satisfaction

Question 58

Which is a better indicator of turnover? - Job Involvement - Organizational Commitment

Answer 58

Organizational Commitment

Question 59

The relationship between job satisfaction and OCB is modest. The moderator that defines this relationship is:

Answer 59

Perceptions of fairness of the organization

Question 60

Which behavior is a more global response to the organization? - Job Involvement - Job Satisfaction - Absenteeism - Employee Personality - Organizational Commitment

Answer 60

Organizational Commitment

Question 61

According to the MBTI, which kind of people dislikes new problems unless there are standard ways to solve them?

Answer 61

Sensing

Question 62

How would you define “a responsible, dependable, persistent and achievement-oriented” person?

Answer 62

Conscientious

Question 63

Which among the factors mentioned below is not a dimension of Emotional Intelligence? - Self-esteem - Self-awareness - Self-management - Self-motivation - Empathy

Answer 63

Self-esteem

Question 64

According to attribution theory, when a person displays different behaviors in different situations, the attribution for the behavior is:

Answer 64

High external and Low internal

Question 65

The theory to redesign a task to increase its motivational potential.

Answer 65

Job design theory

Question 66

The degree to which a job provides substantial freedom, independence, and discretion to the individual in scheduling the work and determining the procedures to be used in carrying it out.

Answer 66

Autonomy

Question 67

The probability perceived by an individual that exerting a given amount of effort will lead to a certain amount of performance.

Answer 67

Expectancy or effort-performance linkage

Question 68

The degree to which an individual believes that performing at a particular level in attaining a desired outcome.

Answer 68

Instrumentality or performance-reward linkage

Question 69

The importance that the individual places on the outcome that can be achieved on the job.

Answer 69

Valence or attractiveness of the reward

Question 70

Research focused on isolating leader attributes and characteristics that would differentiate leaders from non-leaders.

Answer 70

Trait Theories

Question 71

The power a leader has as a result of his or her position in the organization.

Answer 71

Legitimate Power

Question 72

The power a leader has because of his or her ability to punish or control.

Answer 72

Coercive Power

Question 73

The power a leader has because of his or her ability to give positive benefits.

Answer 73

Reward Power

Question 74

The power that a leader has based on expertise, special skills, or knowledge.

Answer 74

Expert Power

Question 75

The power that a leader has because of a person’s desirable resources or personal traits.

Answer 75

Referent Power

Question 76

The five stages of group development are:

Answer 76

forming, storming, norming, performing, and adjourning

Question 77

A team from the same department or functional area thats involved in efforts to improve work activities or solve specific problems.

Answer 77

Problem-solving team

Question 78

A type of work team that operates without a manager and is responsible for a complete work process or segment.

Answer 78

Self-managed work-team

Question 79

A team composed of individuals from various specialties.

Answer 79

Cross-functional team

Question 80

A team that uses technology to link physically dispersed members in order to achieve a common goal

Answer 80

Virtual team

Question 81

(True or False) A manager can only do nothing if a deviation is insignificant.

Answer 81

True

Question 82

Control that takes place before a work activity is done.

Answer 82

Feed forward control

Question 83

Control that takes place while a work activity is in progress.

Answer 83

Concurrent control

Question 84

(True or False) Management by walking around is a type of feedback control.

Answer 84

False. | Management by walking around is a concurrent control.

Question 85

Control that takes place after a work activity is done.

Answer 85

Feedback control

Question 86

The system used to govern a corporation so that the interests of corporate owners are protected.

Answer 86

Corporate governance

Question 87

When an individual is sociable, talkative and assertive they hold the trait of:

Answer 87

Extraversion

Question 88

When an individual is good-natured, cooperative and trusting they are:

Answer 88

Agreeable

Question 89

An individual that is calm, enthusiastic and secure has a high level of:

Answer 89

emotional stability

Question 90

An individual that is tense, nervous, depressed and insecure has a low level of:

Answer 90

emotional stability

Question 91

An individual that is imaginative, artistically sensitive and intellectual is:

Answer 91

Open to experience

Question 92

The ability to notice and manage emotional cues and information

Answer 92

Emotional Intelligence

Question 93

A process by which we give meaning to our environment by organizing and interpreting sensory impressions.

Answer 93

Perception

Question 94

According to attribution theory, when a person faces the same situations and responds the same way, the attribution for the behavior is:

Answer 94

High External and Low Internal

Question 95

According to attribution theory, when a person engages in behaviors regularly and consistently, the attribution for the behavior is:

Answer 95

Low External and High Internal