Kafli 14 Flashcards
Which of the following tactics was used by Sir Alex Ferguson to influence others and manage Manchester United successfully?
A.
Adjusting his strategies based on the type of crisis being faced by the club
B.
Gathering information exclusively from formal sources such as the club’s board, rather than from informal sources such as fans
C.
Cultivating and developing his relationships with the club’s board, sponsors, players and fans
D.
Resolving every problem that people brought to him, even if it could be handled by others
C.
Cultivating and developing his relationships with the club’s board, sponsors, players and fans
Identify a difference between managers and leaders.
A.
Unlike leaders, managers depend on their ability to influence others to put in effort for a task to be successful.
B.
The primary function of managers is to bring order and stability, whereas the primary function of leaders is to create change through innovation.
C.
Managers can only influence people who are below them in the organisational hierarchy, whereas leaders can influence people below them, people at the same level as them and those formally above them.
D.
Unlike managers, leaders perform the tasks of planning, organising and controlling.
B.
The primary function of managers is to bring order and stability, whereas the primary function of leaders is to create change through innovation.
Otis, a manager, wants his team to work over the weekend to complete a priority project that will bring in large revenue for the company. Considering that the company is going through a financial crisis, Otis tries to influence his team to agree to his request. Otis is surprised when his team easily agrees to the request and tells him that they, too, think it is the right thing to do. In the context of Kelman’s outcomes of influence attempts, which of the following outcomes does this scenario best exemplify?
A.
Resistance
B.
Internalisation
C.
Compliance
D.
Identification
B.
Internalisation
Why was it important to synthesise traits into the big five?
A.
To identify the five traits—openness, extraversion, neuroticism, agreeableness and autocracy—that are commonly found in public figures
B.
To find convincing links between the traits of individuals and their performance
C.
To develop a continuum of leader behaviour
D.
To examine how the work of an individual modified the individual’s personality traits
B.
To find convincing links between the traits of individuals and their performance
Judge and Zapata (2015) performed a study that revealed that context exerts general effects on the degree to which personality predicts job performance. Based on the results of this study, identify the individual for whom the general effects are likely to be the strongest.
A.
Adah, who performs repetitive tasks at work
B.
Dee, who has an autocratic manager
C.
Rohan, who performs specific tasks in a highly structured organisation
D.
Shaun, who has high discretion over how he works and can influence decisions
D.
Shaun, who has high discretion over how he works and can influence decisions
In the context of the specific effects of a situation on the degree to which personality predicts job performance as revealed by Judge and Zapata (2015), which of the following statements is most likely to be true?
A.
Explorers are likely to perform well in jobs requiring innovation.
B.
Preservers are likely to perform well in jobs requiring creativity.
C.
Challengers are likely to perform well in work that requires team effort.
D.
Adapters are likely to perform well in work of a competitive nature.
A.
Explorers are likely to perform well in jobs requiring innovation.
Robert Tannenbaum and Warren Schmidt (1973) advised that a manager’s choice of leadership style should reflect three variables. Which of the following is one of these variables?
A.
The board of directors’ tolerance of ambiguity and knowledge of the problem
B.
The customers’ need for independence and expectations of involvement
C.
Supervisory discretion, which includes the values and preferences of the manager’s supervisors
D.
The situation, which includes organisational norms, size and location of workgroups and effectiveness of teamwork
D.
The situation, which includes organisational norms, size and location of workgroups and effectiveness of teamwork
Wasim, a project manager at a software development firm, has received a new project from a client. As Wasim and his team have not worked on a similar project before, there is ambiguity and uncertainty among the team members. As a result, Wasim takes charge of the project by listing his expectations, showing team members how to perform specific tasks, asking them to follow rules and procedures and scheduling and coordinating their work. Which of the following leadership styles has Wasim adopted in this scenario?
A.
A supportive style
B.
A directive style
C.
A participative style
D.
An achievement-oriented style
B.
A directive style
Who among the following is a participative leader?
A.
Siobhan, a manager who makes autocratic decisions to make her subordinates comply with and work towards her objectives
B.
Georgie, a manager who closely monitors his subordinates and asks them to follow specific rules and procedures
C.
Ron, a manager who expects his subordinates to follow his orders without question
D.
Aashna, a manager who takes her subordinates’ opinions into account while making a decision
D.
Aashna, a manager who takes her subordinates’ opinions into account while making a decision
Sebastian, the founder and CEO of a technology firm, is renowned among his employees for his belief in the use of technology for the betterment of people and the society. He believes that creativity and innovation are essential for the development of eco-friendly technologies. His employees relate to his beliefs and ideas and, as a result, agree to his various requests because they identify with them. Which of the following types of personal power does Sebastian have in this scenario?
A.
Coercive power
B.
Reward power
C.
Referent power
D.
Expertise power
C.
Referent power
Which of the following scenarios exemplifies the use of a positional source of coercive power?
A.
Faye, a manager, promises to give her team members a bonus if they work over the weekend to complete a project.
B.
Kevin, an executive at a healthcare facility, has the authority to create and enforce organisational policies and rules.
C.
Carlos, a manager, threatens to terminate a female subordinate if she reports to the management that Carlos was embezzling company funds.
D.
Jemimah, a senior executive at a research firm, has the authority to access information of various departments within the firm.
C.
Carlos, a manager, threatens to terminate a female subordinate if she reports to the management that Carlos was embezzling company funds.
In which of the following cases is power most likely to be effective?
A.
When the person exerting power draws from personal sources of coercive power in all situations, irrespective of the context and the target of the influence attempt
B.
When the target of the influence attempt views the power source as legitimate and acceptable
C.
When the person exerting power is characterised as having the reactive position in the neuroticism cluster rather than the resilient position
D.
When the target of the influence attempt is a challenger rather than an adapter
B.
When the target of the influence attempt views the power source as legitimate and acceptable
Identify a true statement about the results of the study by Yukl and Tracey (1992) that examined the influence tactics that managers are most likely to use with different target groups.
A.
Managers are most likely to use exchange, personal appeal and legitimating tactics when influencing colleagues.
B.
Managers are most likely to use rational persuasion when trying to influence subordinates.
C.
Managers are most likely to use inspirational appeal, pressure and consultation when trying to influence their boss.
D.
Managers are most likely to use pressure and informal coalitions when influencing customers.
A.
Managers are most likely to use exchange, personal appeal and legitimating tactics when influencing colleagues.
Lechner and Floyd conducted a study in 2012 on the use of influence tactics by staff to build support for strategic initiatives such as new product development. Identify a result of the study.
A.
Staff trying to build support for strategic initiatives exclusively used pressure tactics.
B.
Staff trying to build support for strategic initiatives combined exchange and ingratiation.
C.
Staff trying to build support for strategic initiatives combined consultation and inspirational appeal.
D.
Staff trying to build support for strategic initiatives combined rational justification, formal authority and informal coalitions.
D.
Staff trying to build support for strategic initiatives combined rational justification, formal authority and informal coalitions.
According to Lechner and Floyd (2012), which of the following influence tactics had the biggest impact on the success of projects?
A.
Informal coalitions, except in projects that were exploratory in nature
B.
Ingratiation, supplemented on occasion by consultation and inspirational appeal
C.
Pressure, especially when the targets of influence attempts were superiors
D.
Rational justification, supplemented on occasion by formal authority
D.
Rational justification, supplemented on occasion by formal authority
