Final Exam Practice Questions Flashcards

1
Q

____is a conflict resolution technique that involves creating a shared goal that requires both parties to work together and motivates them to do so.

A
  • developing over-arching goals
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2
Q

Dual concern theory considers how one’s degree of ___ and ___ determine how a conflict is handled.

A
  • cooperativeness; assertiveness
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3
Q

The message is the actual physical l product of the sender’s ___, and ___ is translating the symbols into understandable form.

A
  • encoding; decoding
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4
Q

The regional manager for a large technology company was completing his quarterly financial report for senior management. His division has met sales targets for the quarter; however, this result was base don higher-than-expected sales in one product line and lower-than-expected sales for two other lines. In preparing his report, the manager manipulated the information sot hat senior management would view his report more favourably. This manipulation of information is known as what in the communication process?

A
  • filtering
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5
Q

A channel that can handle multiple cues simultaneously, facilitates rapid feedback, and offers the personal touch of “being there” is high in ____

A
  • channel richness
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6
Q

Calvin is a new employee at a saw mill. On his second day of work he started to use one of the machines without making sure that a crucial safety level was properly in place. Just as he was about to lower the saw blade, his supervisor grabbed his hand and told Calvin to step away from the machine. Calvin’s boss used a ____ strategy to make sure Calvin did not end up with a serious injury.

A
  • forcing
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7
Q

If an individual receives a message and responds by verbally attacking others, making sarcastic remarks, being overly judgemental, and questioning other’s motives, that individual is likely in a state of ___, and achieving mutual understanding will be difficult.

A
  • defensiveness
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8
Q

The 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 is ____

A
  • conflict
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9
Q

____ are messages conveyed by body movements, facial expressions, and the physical distance between the sender and the receiver

A
  • nonverbal communications
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10
Q

If a manager provides information to a senior executive based on what the manager feels the senior executive wants to hear, the manager is ___ information.

A
  • filtering
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11
Q

According to the conflict intensity continuum, ___ exists in the upper range.

A
  • overt efforts to destroy the othe rparty
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12
Q

Grace received a message from her supervisor and was having difficulties interpreting whether the message was positive or negative. The process of interpreting the message is referred to as ___ in the communication process.

A
  • decoding
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13
Q

It is important for managers to understand ___, especially in international settings, because it allows one to appreciate cultural norms on body spacing and physical contact. For an example, in Latin American countries, which have “contact” cultures, people are more comfortable with body closeness and touch.

A
  • proxemics
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14
Q

Globalization has changed the way Toyota Motor Corporation provides employees with the information they need for decision making. Int he past, Toyota transferred employee knowledge on the job from generation to generation through ___, a common communication method used in the conformist and subdued Japanese culture. Today, however, as a global organization, Toyota transfers knowledge of its production methods to overseas employees by bringing them to tits training centre in Japan to teach them production methods by using how-to manuals, practice drills, and lectures.

A
  • tacit understanding
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15
Q

Conflict must be ___ by the parties to it; if no one is aware of a conflict, it is generally agreed that no conflict exits.

A
  • perceived
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16
Q

According to your text, the most important aspect of power is that it is a function of ____

A
  • dependency
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17
Q

Office Supply Depot is facing stiff competition from a major competitor on pocket calculators and requires immediate design changes to its to-selling pocket calculator. However, Office Supply Depot’s calculator supplier advises that it cannot produce the new design for another six months because its production schedule is full until then. The relationship that Office Supply Depot has developed with its supplier of the pocket calculator would be considered one of ___ because the supplier produces something of importance that Office Supply Depot cannot produce itself.

A
  • dependency
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18
Q

____ refers to the capacity that A has to influence the behaviour of B, so that B acts in accordance with A’s wishes.

A
  • power
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19
Q

Linda is able to influence the behaviour of her children so that they can act in accordance with her wishes. Linda’s capacity to influence can also be referred to as

A
  • power
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20
Q

___ is unwelcomed behaviour of a sexual nature in the workplace that negatively affects the work environment of that leads to adverse job-related consequences for the employee.

A
  • sexual harassment
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21
Q

In an organization, gains by one individual or group are often perceived as being at the expense of others within the organization. Whether true or not, office politics often result and create competition between departments for the organizations limited

A
  • resources
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22
Q

For an employee to be fully empowered, he or she needs access to the information required to make decisions; rewards for acting in appropriate, responsible ways; and the ___ to make the necessary decisions.

A
  • authority
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23
Q

A female employee who is a single parent of two children is being sexually harassed by her supervisor in the form of unwanted physical touching. She is worried about reporting her supervisor because she fears he will retaliate by giving her the evening shift, which she cannot accept because of child-care responsibilities. The ___ between the supervisor and the female employee is considerable and should be of great concern to the organization as the supervisor is taking advantage of his position.

A
  • power inequality
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24
Q

Research on the topic of empowerment indicates that it is important to carefully select which ___ to empower because of the stress-related issues that can arise.

A
  • employees
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25
Q

___ results form having influence that is based on special skills or knowledge.

A
  • expert power
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26
Q

Dependency is ___ proportional to the alternative sources of supply.

A
  • inversely
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27
Q

People will respond in one of three ways when faced with those who use basis of power described in this chapter. 1.) with commitment 2). with resistance, and 3). ____

A
  • compliance
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28
Q

According to Professor Don Ondrack at the Rottman school of Management, who is cited in Chapter 7, four conditions must be met for employees to be empowered. 1) There must be a clear definition of the company’s values and mission; 2) the company must help employees acquire the relevant skills; 3) employees need to be supported in their decision making and not criticized when they try to do something extraordinary; and 4) _____

A
  • employees need to be recognized for their efforts
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29
Q

When Tim Horton’s introduced its “Always Fresh” baking system, franchises had no choice but to buy the pre-baked products sold by Maidstone Bakeries in Brantford, Ontario. In the context of power, the decision to rely on one supplier placed Tim Horton’s in a place of

A
  • dependency
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30
Q

Eileen was shopping for a specific brand of jeans but was unable to find them anywhere in Winnipeg. Although she saw several other brands in stores, she was not prepared to purchase any of them because the brand of jeans she desired had the best fit. Eileen’s refusal to look at alternatives is an example of what as it relates to dependency?

A
  • nonsubstituability
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31
Q

Typically, a ___ would be a status quo challenger and creator, whereas a ___ would be a status quo supporter and stabilizer.

A
  • leader; manager
32
Q

Transformational leadership engenders commitment on the part of followers and instills them a greater sense of ___ in the leader.

A
  • trust
33
Q

Mitchell, a recent university graduate of business, was hired by an international exporting company. After a week of orientation, Mitchell was left to his own devices and was essentially told he would learn on the job. However, his senior manager saw considerable potential in Mitchell and took him under his wing and provided coaching, counselling, and got him on important committees where he could get exposure to higher-level individuals in the firm. Mitchell’s senior manager would be considered a ___ to him.

A
  • mentor
34
Q

In early studies of trait theories of leadership, it was difficult to pin down specific leadership traits as so many were identified. In the 1990s, researchers using the Big Five Personality Model to organize traits and found that extraversion is the most important trait of effective leaders. Researchers also found that extraversion is more strongly related to leader ___ than to leader ___.

A
  • emergence, effectiveness
35
Q

___ theories of leadership focus on personal qualities and characteristics.

A
  • trait
36
Q

Engaging in self-leadership is an absoloutely critical component for any manager who wishes to develop and grow, both personally and within the organization. Rachel was recently promoted and gained 10 direct reports in her new position. She knows it is possible to manage by control, but she is committed to self-leadership; therefore, her focus on working with her subordinates and colleagues should not be one of control, but rather, of

A
  • influence
37
Q

___ proposes that effective group performance depends on the proper match between the leader’s style and the degree to which the situation gives control to the leader.

A
  • The Fieldler Contigency Model
38
Q

A recent review of 45 organizations found that female leaders were more ___

A
  • transformational
39
Q

The Michigan Studies developed two behavioural dimensions of leadership. According to these studies, a leader who emphasized the technical or task aspects of the job would be labelled a ____ leader.

A
  • production orientated
40
Q

___ means an individual exhibits leadership behaviour even though he or she does not have a formal position title.

A
  • leadership without authority
41
Q

John Whitehead, a long-serving chairman of Golden Sachs who retired in 1984, was seldom mentioned in the press during his reign at Goldman. He was an extraordinary effective leader who quietly went about his business, was able to stimulate others to high performance, and was fiercely ambitious and driven. However, his ambition was directed toward Goldman Sachs rather than himself. He was not deemed to be a charismatic leader. What kind of leader category would John Whitehead fit into?

A
  • level 5 leader
42
Q

Jeff is a leader of a small human resource company that specializes in computer training. He uses ___ influence to induce change in employee values, attitudes, and behaviour by using personal examples and expertise. He believes this type of influence is critical in a small firm, where attitudes can seriously impact customer satisfaction.

A
  • transformational
43
Q

Richard was telling his employees where he saw his company 10 years from now. He was able to engage his employees by articulating the possibilities for both the company and its employees. Because the possibilities were value-centered and realizable, and presented with powerful imagery, Richard’s ___ was more easily grasped and accepted by his staff.

A
  • vision
44
Q

___ leaders are more likely to use their charisma to enhance power over followers, directed towards self-serving ends.

A
  • unethical
45
Q

The least effective style of leader behaviour is

A
  • laissez-faire
46
Q

Because individuals cannot process all the information that is usually available when trying to make a decision, they often select an alternative that is “good enough.” This means that they have decided to stop processing additional information and select a final solution that ___ rather than optimizes.

A
  • satisfices
47
Q

A ___ bias is a tendency to fixate on initial information, from which one then fails to adequately adjust for subsequent information.

A
  • anchoring
48
Q

Estelle was aware that her organization was dumping toxic waste into the river behind the building she worked in and that this river ran into a large lake used by the local community for swimming in the summer months. She approached her employer about stopping this unethical activity but was told to mind her own business. She made the decision to go to the local authorities and report these unethical activities. Estelle has decided to be a ___, despite the consequences she might suffer in her workplace for her decision to go public.

A
  • whistle-blower
49
Q

Illusion of invulnerability, assumption of morality, rationalized resistance, and illusion of unanimity are all symptoms of ___.

A
  • groupthink
50
Q

___ is an idea-generation process that specifically encourages any and all alternatives, while withholding any criticism of those alternatives.

A
  • brainstorming
51
Q

Individuals who believe their lives are controlled by outside forces, such as luck or chance, are less likely to take responsibility for the consequences of their behaviour and are more likely to rely on external influences to determine their behaviour. These individuals have what is known as an external

A
  • locus of control
52
Q

In the rational decision-making model, the first step is for the decision maker to ___. Without an understanding of what this first step is, there will be no value proceeding through steps two to six.

A
  • define the problem
53
Q

When making decisions, it is difficult to identify and consider every possible alternative available. Therefore, decision makers are limited by ___, described as the limits placed on an individual’s ability to interpret, process, and act on high levels of information.

A
  • bounded rationality
54
Q

___ is a phenomenon in which group pressures for conformity prevent the group from critically appraising unusual, minority, or unpopular views.

A
  • groupthink
55
Q

The hindsight bias is the tendency to believe falsely, after the outcome of an event is actually known, that we would have accurately predicted the outcome. This is a dangerous bias primarily because it reduces our ability to ____ because it permits us to think that we are better at making decisions than we really are. This therefore leads us to be more confident than we have a right to be about the accuracy of future decisions.

A
  • learn from the past
56
Q

the highest level of moral development, based on the stages of moral development noted in your text is

A
  • the principled level
57
Q

The ___ is a six-step decision making model that describes how individuals should behave in order to maximize some outcome.

A
  • rational decision-making model.
58
Q

Focusing on how your work is going to be evaluated and focusing on external, tangible rewards, are factors that have been found to ___ creativity in the workplace.

A
  • block
59
Q

Brian took his entire department to an off-site location for the annual strategic planning session. In a room that was decorated with a festive theme, he asked staff members to have an open and honest dialogue about how they believed their department could contribute to meeting the organization’s overall goals over the next five years. He mandated that all ideas would be listed first and that no one was allowed to criticize individual ideas until the idea generated session had been completed. He was hoping to encourage everyone to participate by not allowing criticism of ideas or alternatives as part of the session. This type of group decision making is known as what?

A
  • brainstorming
60
Q

When Alexander Graham Bell made the observation that it might be possible to apply the way the care operates to his “talking box,” he was making effective use of ___, which allowed him to apply one idea from one context to another.

A
  • analogies
61
Q

In an organization, the ___ culture is a system of shared meaning that expresses the core values shared by a majority of the organization’s members.

A
  • dominant
62
Q

Henry, the new CEO of a large electronics firm, wants to make sweeping changes to the organization. He is aware of a strong group of senior managers who have traditionally avoided any changes which might disrupt the status quo. Henry plans to “buy off” the resistant managers by giving them prominant roles, and seeking their advice not to find a better solution, but simply to get their endorsement. Lizheg is using ___ to influence specific employees.

A
  • manipulation and co-optation
63
Q

People who act as catalysts and assume the responsibility for managing change are called

A
  • change agents
64
Q

By fighting the effects of misinformation and poor communication and giving employees the full facts to sell the need for change, change agents use ___ and ___ to deal with resistance.

A
  • education; communication
65
Q

There are three forces highlighted in this chapter that play an important role in sustaining a culture. These three forces are (1) the actions of top management, (2), socialization methods, and (3) ____.

A
  • selection criteria
66
Q

The first source of an organization’s culture is its

A
  • founders
67
Q

New employees at the Japanese electronics company Sanyo attend an intensive five-month course. During this period they eat and sleep together in company-subsidized dorms. They are also required to vacation together at company-owned results. This process of ___ helps new employees adapt to the prevailing culture.

A
  • socialization
68
Q

Culture helps create commitment to something larger than an individual’s self-interest. Every organization develops a core set of assumptions, understandings, and ___ rules that govern day-to-day behaviour in the workplace; newcomers must learn the rules before they are accepted as full-fledged members of the organization.

A
  • implicit
69
Q

Jennifer applied for a job at a well-known clothing and outdoor sports goods company. During her second interview she was asked questions by a group of four employees. One of the question focused on the practices of reducing, renewing, and recycling of goods. Jennifer thought it was strange for the company to ask about this, as the job was about selling clothing. This is an example of an organization attempting to maintain its culture

A
  • selection criteria
70
Q

The ___ approach seeks to identify the unique qualities and special strengths of an organization, which can then be built on to improve performance. That is, it focuses on an organizations successes rather than its problems

A
  • appreciative inquiry
71
Q

The process that helps new employees adapt to the prevailing culture is called

A
  • socialization
72
Q

There are four individual sources of resistance to change. These four sources are 1) self-interest, 2) misunderstanding and lack of trust, (3) different assessments, and 4) ___

A
  • low tolerance for change
73
Q

___ are stable, long-lasting beliefs about what is important, and ___ are the understandings of how objects and ideas relate toe each other.

A
  • values; beliefs
74
Q

The appreciative inquiry process consists of four steps, or “Four D’s”. These are 1) destiny, 2) design, 3)____, and 4) _____

A
  • dreaming; discovery
75
Q

In 1988 Central Trust Company, an Atlantic Canadian Financial Institution, amalgamated with Guaranty Trust Company of Ontario and Western Canada and became Central Guaranty Trust Company, which combined assets of over $8 billion. Over the next two years, each organization held on to its corporate head office and had duplication in functional areas such as finance and human resources. Although both companies operated in the same industries and should have enjoyed the financial and cultural benefits of consolidation, they did not. Although it was likely not intended strategy when these two companies merged, this is an example of ____

A
  • separation