LDR 531 New UOP Assignment, LDR 531 New UOP Entire Assignments, LDR 531 New UOP Entire Class, LDR 531 New UOP Week Assignments, LDR 531 New UOP Tutorials

Question 1

LDR 531 Week 1-Week 6 Quiz New
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Answer 1

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Question 2

LDR 531 Week 6 Quiz New
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1. The validity of a strategy for organizational change lies in its

speed of implementation
adaptability
clarity of vision
simplicity
2. Hard power tactics best influence those with which following characteristic?
Action oriented
High self-esteem
Reflective orientation
Intrinsically motivated
3. Surveys of seasoned managers reveal they believe politics in the workplace is
a major part of organizational life
part of some job requirements
always unethical
ineffective
4. During organizational change, employee–management interfaces such as workshops and retreats
distract the participants from the real issues
initiate
help employees overcome downsizing issues
solve communication problems relatively short-term periods of high-energy action
5. With downward influence, power tactics preferred by U.S. managers include
inspirational appeals
influence
personal appeals
coalitions
6. Periods of convergence are those in which an organization
is in turmoil
must downsize to conserve resources
seeks to improve its situation with relatively minor changes
employs new strategies to advance the organization
7. Transformational change in an organization
has no defined formula
is best delivered by a bottom-up plan
is always necessary to some degree
is best delivered by a top-down plan
8. Political behavior in the workplace
works only in an upward or lateral influence direction
attempts to influence decision making
is unlikely in a well-run organization
works only in a lateral influence direction
9. Organizational change relies on a balance of change and
continuity
vision
planning
strategy
10. Buck passing and scapegoating when politics is seen as a threat are forms of
defensive behaviors
offensive behaviors
suppression
aggression
11. To keep a strategy in focus, effective managers employ­
rigid implementation
central themes
simple goals
piecemeal implementation
12. The formulation and implementation of a strategy
must be completely defined before action is taken
are ongoing events within an organization
follow strict, unalterable guidelines
are separate and sequential processes
13. A person likely to participate in political behavior
is insensitive to social cues
believes he or she has little influence
has a desire for power
is a social nonconformist
14. Politicking is less likely in organizations that have
adeclining resources
high role ambiguity
clear performance appraisal systems
democratic decision making
15. Central to managing a successful organizational strategy implementation are/is
coalition management
formal models of implementation
competitive teams
tracking progress
16. In convergent periods, the role of executive management is to
develop new strategies for the problems at hand
challenge middle managers to reinvent their departments
shift middle managers to promote new views
reemphasize the mission and core values
17. An influence tactic that relies on rank and enforcement of group goals is
Coalitions
legitimacy
pressure
personal appeals
18. A primary goal of politics in the workplace is to
form alliances
exclude undesirable peers
secure limited resources
promote organizational goals
19. Impression management sends _____ messages that may be _____ under other circumstances.
true, false
convincing, unconvincing
false, true
ethical, unethical
20. Organizational momentum relates to
patterns of behavior, norms, and values
growth in sales, profits, and so forth
willingness to move beyond incremental change
the rate of change to make improvements

Answer 2

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Question 3

LDR 531 Week 5 Quiz New
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1. Which of the following is typically a characteristic of the mechanistic model of organization?

Low formalization
Decentralized management
Wide span of controls
Rigid departmentalization
2. Which of the following actions can extinguish risk taking and innovation?
Using organic organizational structures
Rewarding for the absence of failures rather than for the presence of success
Long tenure in management
Encouraging experimentation
3. Culture is most likely to be a liability when
the organization’s management is highly efficient
the organization scores low on the degree of formalization
the organization’s environment is dynamic
the organization is highly centralized
4. Strategy of differentiation consists of which of the following?
Price, support, design
Cost leadership, differentiation, cost focus
Upstream business strategy, midstream business strategy, downstream business strategy
Sourcing strategies, processing strategies, delivering strategies
5. Decision making within which one of the following organizational structures follows a strict chain of command?
Boundaryless
Bureaucracy
Virtual
Matrix
6. Which of the following factors is least likely to have an impact on organizational structure?
Location
Technology
Size
Strategy
7. The deemphasizing of hierarchical authority and control in organizational development is referred to as
trust and support
vertical blending
horizontal integration
power equalization
8. Which of the following statements is true regarding the functions of culture in an organization?
It hinders the generation of commitment to something larger than individual self-interest among employees.
It reduces the stability of the organizational system.
It does not affect employees’ attitudes and behavior.
It conveys a sense of identity for organization members.
9. Which of the following is the first step in Kotter’s eight-step plan for implementing change?
Create a new vision to direct the change and strategies for achieving the vision.
Establish a sense of urgency by creating a compelling reason for why change is needed.
Form a coalition with enough power to lead change.
Plan for, create, and reward short-term “wins” that move the organization toward the new vision.
10. Which of the following is least likely to lend to a simple organizational structure?
Centralized authority
Formalized rules and regulations
Little departmentalization
Wide span of control
11. Confusion in who reports to whom is a weakness of which one of the following organizational structures?
Boundaryless
Virtual
Matrix
Bureaucracy
12. Which of the following is least likely to realize a competitive advantage for an organization?
Superior strategy
Superior resources
Superior skills
Superior position
13. Which of the following is the last step in Kotter’s eight-step plan for implementing change?
Consolidate improvements, reassess changes, and make necessary adjustments in the new programs.
Establish a sense of urgency by creating a compelling reason for why change is needed.
Communicate the vision throughout the organization.
Reinforce the changes by demonstrating the relationship between new behaviors and organizational success.
14. Idea champions display characteristics associated with _________ leadership.
laissez-faire
transformational
narcissistic
autocratic
15. Entering into various types of business ventures outside of the realm of an organization’s usual type of business is an example of a ________ strategy.
chain integration
customizing
diversification
undifferentiating
16. A(n) ________ organization is an organization that takes on a life of its own, apart from its founders and members, and is valued for itself and not for the goods or services it produces.
matrix
virtual
institutionalized
centralized
17. It is easiest for management to deal with resistance when it is
implicit
deferred
passive
overt
18. Which of the following statements is true regarding innovation?
Innovation is nurtured when there is an abundance of resources.
Innovative organizations reward both successes and failures.
Organic structures negatively influence innovation.
Interunit communication is low in innovative organizations.
19. Which of the following resistances to change is implicit?
Strike
Resignation
Increased error
Complaint
20. A(n) __________ strategy emphasizes the introduction of major new products and services.
mechanistic
cost-minimization
innovation
organic
21. The focus of a single segmentation within a scope strategy is known as a _______ strategy.
niche
customizing
segmentation
unsegmentation
22. Sometimes, businesses find it necessary to reconceive their core business. Which of the following would be the least effective strategy for doing so?
Core relocation
Business customization
Business recombination
Business redefinition
23. ________ are persons who act as catalysts and assume the responsibility for managing refinement activities.
Change agents
Free riders
Whistle-blowers
Laggards
24. ________ is a collection of change methods that seek to improve organizational effectiveness and employee well-being.
Organizational restructuring
Operant conditioning
Organizational polarization
Organizational development
25. Which of the following is an example of an individual source of resistance to change?
Structural inertia
Fear of the unknown
Product orientation
Employee orientation

Answer 3

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Question 4

LDR 531 Week 4 Quiz New
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1. Which of the following statements is true regarding negotiation?

Displaying a negative emotion at a negotiation can never be effective.
Angry negotiators who have less power than opponents have better outcomes.
Individuals who do poorly in a negotiation develop positive perceptions of their counterpart.
Feeling bad about your performance during a negotiation tends to impair future negotiations.
2. Which of the following does cognitive dissonance indicate between two or more attitudes or between behavior and attitudes?
Consistency
Consistency
Incompatibility
Tenacity
3. If Alberta is a categorized as a Theory X manager, which of the following behaviors is she most likely to exhibit?
She will let her employees choose their own goals.
She will strictly control all the details of any project she is managing.
She will delegate authority extensively to junior managers.
She will trust her employees to use their discretion in most matters.
4. MBO provides individual employees with
clear-cut growth paths
generalized feedback
predefined targets
personal performance objectives
5. ________ are caused by a specific event, are very brief, and accompanied by distinct facial expressions.
Moods
Emotions
Attitudes
Reactions
6. Why is Maslow’s theory criticized?
Its terminology tends to alienate those to whom it is applied.
There is little evidence that needs are structured or operate in the way it describes.
Its terminology tends to alienate those to whom it is applied.
The concept of self-actualization was unfounded.
7. ________ refers to evaluative statements or judgments concerning objects, people, or events.
Appearance
Behavior
Attitude
Demeanor
8. Employees with positive core self-evaluations believe in their inner worth and basic competence, and are more satisfied with their jobs than those with negative core self-evaluations. The concept of positive core self-evaluations indicates that
pay always has a direct correlation with job satisfaction
job conditions have a direct influence on job satisfaction
promotions and growth opportunities influence job satisfaction
personality plays a role in job satisfaction
9. Which of the following statements is true regarding the effects of moods and emotions on decision making?
Positive emotions tend to diminish problem-solving skills and analytical skills.
People with positive emotions are slower at processing information as compared to depressed people.
Depressed people tend to weigh all possible options rather than the most likely ones.
Moods and emotions have no direct influence on decision making.
10. Emotions such as relaxation, serenity, and calmness comprise the ________ mood dimension.
neutral affect
low negative affect
low positive affect
detached affect
11. Susan Daniels works for an event management company and is discontent with her job because she was passed over for a promotion. She has now composed a list of concerns and plans to discuss the issue with her supervisor. Daniels’ response to the problem is referred to as
neglect
voice
acceptance
loyalty
12. Which of the following statements represents the cognitive component of attitude?
It is disappointing to know that I did not get a good evaluation.
This job is not giving me an opportunity to explore my skills.
I intend to work during the weekend to meet the month’s deadline.
I have decided to inform my supervisor that I will be quitting my job.
13. Which of the following statements is true regarding goal-setting theory?
Externally generated feedback is more powerful than self-generated feedback.
People do better when they get feedback on how well they are progressing toward their goals.
Goal commitment is more likely when individuals have an external locus of control.
Assigned goals generate greater goal commitment in low rather than high power-distance cultures.
14. Self-determination theory proposes that in addition to being driven by a need for autonomy, people seek ways to achieve
power and control
recognition and status
high rewards
competence and positive connections
15. The church you go to every Sunday is made up of people who have very different lifestyles and are at different stages in their life. Joanna is a 23-year-old, single parent who works for minimum wage and shifts from motel to motel for accommodation. Josephine is a single, 45-year-old woman who earns a decent salary and has few interests and friends outside her office. Jonathan is 60 years old, extremely wealthy, has a loving family, and enjoys his work. You have decided to apply Maslow’s hierarchy of needs to determine what motivates each of these individuals.
Which of the following needs would most likely motivate Joanna?
Social
Esteem
Physiological
Safety
16. Charles, Anna, Elle, and Adam are college friends and work in New York City. Comfortable living in New York occurs at about $40,000 a year. Charles makes $24,000 a year, Anna makes $30,000 a year, Elle makes $50,000 a year, and Adam makes $75,000 a year. Which of the following is most likely to be true with reference to correlation between pay and job satisfaction?
Anna is more satisfied with the job than Adam.
Elle and Adam are most likely to have a similar level of job satisfaction.
Charles and Anna have the same levels of job satisfaction in relation to their pay.
Charles is more satisfied with his job in comparison with Anna.
17. Which of the following is an example of deviant workplace behavior?
Requesting a two-day leave during Christmas
Sabotaging one’s organization’s computers
Disagreeing with others in a problem-solving meeting
Taking blame for not achieving a deadline
18. Tiffany Crowe works as a showroom executive at a clothing boutique in London. Today, she is in a positive mood and instantly greets and smiles at a customer who walks into the store. The customer feels welcomed by her response. While browsing the store, Crowe helps the customer with products and passes on her positive mood to the customer. The customer leaves the store feeling content with a smile on her face. Which of the following best describes this situation?
Positivity offset
Emotional contagion
Halo effect
Framing effect
19. Gerard Yoder believes that every time he picks up his daughter, Penny, from school, it brings him good luck. The last time he picked her up from school, he won a lottery ticket. Today, after he received her from school, he reached his office and found out that he has been promoted. Which of the following concepts best describes Yoder’s belief?
Bandwagon effect
Positive bias
Affect intensity
Illusory correlation

Answer 4

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Question 5

LDR 531 Week 3 Quiz New
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1. The two general approaches to negotiation are ________ bargaining and ________ bargaining.

formal; informal
affective; reflective
emotional; rational
distributive; integrative
2. When ________ is of importance in decision making, group decisions are preferred to individual decisions.
efficiency
acceptance of solution
clear responsibility
speed
3. As a consequence of the information circulated by the grapevine in an organization, employees experience
increased member satisfaction
increased anxiety
increased power
increased certainty
4. Genepa Corporation manufactures home appliances and other electronic products. Genepa is planning to introduce a new refrigerator model. The marketing manager at Genepa has developed a marketing plan for this new product and wants to communicate this plan to all the employees in the marketing department. Which of the following is most likely to be the best form of communication for communicating this plan?
Oral communication
Grapevine communication
Written communication
Nonverbal communication
5. The ________ view of conflict focuses on productive resolution of conflicts.
transactional
managed
interactionist
rational
6. The informal communication network in an organization is
determined by organization
based on clear and factual information
characterized by ambiguity
rooted in issues of minimal importance to employees
7. Bonnie Patterson has been a manager for seven years at Wayne and Watson, a legal consultancy firm. A good part of her workday involves holding meetings and she likes to do work on a time-bound schedule. For this reason, members of her team receive the agenda at the beginning of the meeting, followed by some time to contemplate over the issue at hand individually. Subsequently, the team members present their ideas one after the other, the group discusses them together, and lastly, a ranking is done to choose the most favored idea. This represents the ________ approach of group decision making.
interacting
brainstorming
reference group
nominal group
8 When one person seeks to satisfy his or her own interests regardless of the impact on the other parties to the conflict, that person is using the conflict-handling intention of
avoiding
competing
compromising
accommodating
9. Jordan is a sales officer who has been underperforming over the last three months. At the last monthly operations cycle meeting, he was given a warning. As the time for the next meeting draws close, Jordan fears his boss reprimanding him. Two days before the meeting, Jordan informs his manager that he has confirmed six deals in the last few days, one of which involves multiple orders for their machines. He, however, skips the detail that these are the only six orders he has been able to obtain in the whole month. Which one of the barriers to effective communication is depicted here?
Information overload
Language
Grapevine
Filtering
10. Shirley Shands is a hard worker but Debra, her manager, is irritated with her. While Debra concedes that Shirley’s work gives her no cause for complaint, Debra is tired of the interruptions in her work because of Shirley asking for repeated clarifications over what exactly she has to say in e-mails or phone calls. She often requests Debra to proofread her e-mails before sending them, and Debra feels she sends too many e-mails instead of just speaking to the person concerned. From the scenario, we can conclude that ________.
Shirley uses filtering when communicating with Debra
Shirley and Debra come from a high-context culture
Shirley suffers from communication apprehension
Debra is engaging in social loafing
11. ________ teams are defined as groups of employees who perform highly related or interdependent jobs and take on many of the responsibilities of their former supervisors.
Independent
Self-managed work
Cross-functional
Problem-solving
12. Which of the following forms of communication is characterized by the use of only body movements, intonations, facial expressions, and physical distance to communicate?
Lateral communication
Nonverbal communication
Downward communication
Written communication
13. Which of the following is a unique advantage of lateral communication?
Lateral communication facilitates emotional expression, enhances motivation, and helps the organization control its employees effectively.
Lateral communication occurring with management’s knowledge and support can be beneficial even if it does not follow the formal vertical structure.
Lateral communication facilitates coordination at the intradepartmental level.
Lateral communication helps in the transmission of ideas and information.
14. Peter is working on a project. He feels that the parameters need to be changed to meet client specifications. First, he must talk to his immediate supervisor, who will then discuss the issue with her department director before any change can be implemented. Peter is most likely to be a part of the ________ type of small-group communication networks.
mesh network
all-channel network
star network
chain network
15. Which of the following statements is true regarding conflict?
Diversity of goals among groups is a major source of conflict.
The less specialized the activities of the group, the greater the likelihood of conflict.
The smaller the group, the greater the likelihood of conflict.
People low in the personality traits of disagreeableness, neuroticism, or self-monitoring are more likely to engage in a conflict.
16 When ________, the result is role conflict.
compliance with the group is marked by a tendency to notice and emphasize those aspects of the group that are distinctive
compliance with one role requirement may make it difficult to comply with another
compliance with one role aids our performance in another role
compliance with the group is an attempt to understand who we are and how we fit into the world
17. ________ is defined as a phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action.
Social loafing
Groupthink
Cyberloafing
In-group favoritism
18. Most people assume that a police officer should behave in a lawful manner, refrain from demonstrating favoritism to any particular group, and do his or her best to uphold the law. Which of the following terms best represents these beliefs?
Diversity
Similarity
Dispersion of responsibility
Role expectation
19. To retain its edge in the organic health food market, Natura has established a high-priority team comprised of senior executives from the company’s production, marketing, and research divisions. These employees work together closely to study consumer attitudes about organic health foods and come up with a closely monitored development and marketing strategy for new products. This ensures that each division is informed of the specific needs, timelines, and expected outcomes of the strategy. It also makes Natura a company that adapts to changes in market trends swiftly. The team Natura uses here is of the ________ type.
self-managed work
traditional
cross-functional
problem-solving
20. Which of the following terms best describes the process that occurs when two or more parties decide how to allocate scarce resources?
Integration
Differentiation
Association
Negotiation
21. Matt works as a sales representative at Tandem Industries which manufactures and sells bicycles. He is the best salesperson on the floor, but he also receives the highest number of customer complaints for late deliveries. Which of the following, if true, best explains this situation?
The company’s manufacturing facility is functioning at optimum capacity.
The company uses enterprise solutions to manage inventory.
The company keeps inventory levels low in order to reduce costs.
The company’s sales and logistics functions are tightly integrated.
22. Which of the following is desirable when a crucial project is delegated to a virtual team?
Engaging in close monitoring of the work being done by the team throughout the project
Avoiding publicity of the team’s progress and success in the organization
Promoting a sense of independence over group spirit to encourage competition
Discouraging the sharing of unique information as it benefits some employees unfairly
23. Synergy Inc. has recently assigned some of its best employees to form a cross-functional team and complete a project from a new client. Many of the employees on this team are apprehensive about the structure and dynamics of how they will function as a group and accomplish this goal. To energize the employees, their immediate manager is holding a meeting with them next week where he will provide them some additional training in strategies and methods that may work well for the team. The manager’s initiative to hold this meeting fulfills the ________ function of communication
information
control
filtering
emotional expression
24. With reference to the team effectiveness model, which of the following is one of the key components of an effective team, included under the category of contextual factors?
Social loafing
Common purpose
Climate of trust
Team efficacy
25. A collectivist Chinese manager is most likely to use which of the following techniques for conflict management?
Avoiding
Authoritative command
Pressurizing
Direct confrontation
26. Janice Cooper has recently joined a hospital as a part of the internship program prescribed by the nursing school she attends. Janice, who was inspired to take up this profession by the story of Florence Nightingale, had very strong ideals about how she should behave as a nurse. She felt that as a nurse, she must be gentle, pleasant, and caring at all times so she could serve her patients well, and she often went to great lengths as an intern by putting in extra hours at the hospital and so on. The scenario reflects Janice’s
role conflict
role ambiguity
role fuzziness
role perception
27. The time attendance system in the production division at MM, an automobile manufacturing company, was malfunctioning. Consequently, Greg Hill, one of the front-level managers sent it for repair. In the meantime, he placed a register where all workers of the production division had to provide their time of entry and exit from the office. At the end of the week, when looking through the time logs, he had certain concerns about a group of employees. In the next week, he personally tracked the time this group of employees spent working and realized that they were reporting a greater number of working hours than they actually worked. This group engaged in a barrier to communication called
communication apprehension
filtering
silence
lying

Answer 5

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Question 6

LDR 531 Week 2 Quiz New
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1. Which of the following is a characteristic of a positive charismatic?

Information is restricted
Devotion to ideology not personal identification
Centralized decision making by the leader
Dependency on the leader
2. Most leadership theories emphasize
both leader and follower characteristics
follower characteristics
leader characteristics
characteristics of the leadership situation
3. CEOs who exhibit charismatic characteristics were noted to
increase company profitability
generate more sales
make company ads
negotiate higher compensation packages
4. A leadership contingency theory that stresses the intelligence and experience of the leader is
situational leadership theory
leadership substitutes theory
normative decision theory
cognitive resource theory
5. Which statement about transformational and charismatic leadership is most accurate?
Charismatic leaders are more effective in business organizations
Both types of leadership involve the same underlying processes
Charisma is a necessary ingredient in transformational leadership
Both types of leadership are effective in any situation
6. A contingency theory of leadership that depends on specific procedures for leader behaviors and has strong support is
normative decision theory
cognitive resource theory
LPC contingency model
multiple-linkage model theory
7. The leadership process that describes how a group operates in an open system with other groups is called
organizational process
group process
intra-individual process
inter-active process
8. The concept that some people are natural (born) leaders is an attribute of which leadership approach?
Behavior approach
Trait approach
Power-influence approach
Situation approach
9. Which statement comparing transformational and charismatic leadership is most accurate?
There are no important differences between the two types of leadership.
Personal identification is more important in transformational leadership.
Leader articulation of an appealing vision is important in both theories.
Situational variables are less important for charismatic leadership.
10. Which characteristic of negative charismatic leadership is more likely to lead to failure?
Tendency to make risky decisions
Centralized decision making
Identification to the organization
Focus on personal power
11. A theory that emphasizes leader traits and skills as determinants of leadership behavior is best categorized at what level?
Organizational
Group
Individual
Dyadic
12. Most of the leadership theory and research explaining the actions of leaders and why those actions occurred has described
prescriptive leadership
descriptive leadership
universal leadership
ethical leadership
13. A theory that explains the most effective pattern of leadership behavior in a specified situation is best classified as
descriptive
universal
prescriptive
contingency
14. A contingency theory that contains mediating variables is
cognitive resource theory
leadership substitutes theory
situational leadership theory
multiple-linkage model
15. Distant charismatics are often described in terms of their effect on follower
political attitudes
identification with the leader
task behavior
motivation
16. Charismatic leaders add followers by
appealing to emotions and articulating a vision
considering other solutions
possessing specific expertise
sharing the decision making
17. Transformational behavior can include
inspirational motivation
passive management by exception
active management by exception
contingent rewards
18. One unique characteristic of followers in leadership theory is
task commitment and effort
confidence and optimism
skills and expertise
traits
19. Contingency theories may be difficult to implement because of the rapid pace of business
managers have time to evaluate situations
there is always a single best solution
situational changes happen infrequently
20. Ideological leaders will develop when the leader
appeals to emotion
appeals to shared values
makes a rational appeal to followers
has particular expertise
21. What level of leadership process is emphasized in most theories of effective leadership?
Group
Organizational
Intra-individual
Dyadic
22. Effective transformational leaders
delegate most decisions to individuals or self-managed teams
use a combination of transformational and transactional behaviors
challenge strongly held values of followers to get their attention
select subordinates who will be loyal and uncritical

Answer 6

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Question 7

LDR 531 Week 1 Quiz New
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1. According to Blake and Mouton, effective leaders are most likely to facilitate subordinate growth and development by having
   a high concern for the task and a moderate concern for relationships
   a moderate concern for the task and a high concern for relationships
   a high concern for both the task and relationships
   a moderate concern for both the task and relationships
2. Which of the following is most likely to be a drawback of highly conscientious people according to the Big Five Model?
   They focus on learning instead of performing a job
   They do not adapt well to changing contexts
   They emphasize excessively on being creative
   They are unlikely to engage in numerous risky behaviors such as smoking and drinking
3. ________ is an extrinsic means of motivation.
   Recognition
   Flexibility
   Responsibility
   Salary
4. Which of the following personality traits indicates the degree to which a person is unemotional and pragmatic and believes that ends can justify means?
   Extraversion
   Narcissism
   Machiavellianism
   Agreeableness
5. The _____ is a personality assessment model that taps basic dimensions which encompass most of the significant variation in human personality, namely extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience.
   Myers-Briggs Type Indicator
   Big Five Model
   Keirsey Temperament Sorter
   Birkman Method
6. The ________ pay plan has long been popular as a means of compensating production workers by paying a fixed sum for each unit of production completed.
   gainsharing
   piece-rate
   competency-based
   profit sharing
7. With reference to John Holland’s personality-job fit theory, people belonging to the investigative type prefer
   activities that involve helping and developing others
   ambiguous and imaginative activities that allow creative expression
   physical activities that require skill, strength, and coordination
   activities that involve thinking, organizing, and understanding
8. Milton Rokeach created the Rokeach Value Survey (RVS) which consisted of two sets of values, namely ________ values and ________ values.
   fluid; stable
   instrumental; terminal
   flexible; essential
   flexible; enduring
9. Supportive leadership is most likely to result in what outcome for subordinates?
   Stronger satisfaction with the leader
   Better performance by subordinates
   Stronger organizational commitment
   Better coordination among subordinates
10. With reference to the job characteristics model, which of the following defines skill variety?
    The degree to which a job requires a variety of different activities tapping different abilities
    The degree to which a job requires completion of a whole and identifiable piece of work
    The degree to which work activities generate direct and clear information about performance
    The degree to which a job provides the worker freedom in scheduling and procedure
11. Which of the following is the least desirable approach for developing subordinates?
    Provide constructive feedback about effective and ineffective behavior
    Provide detailed instructions on how to carry out each assignment
    Ask specific questions to help the person analyze his or her performance
    Provide opportunities to learn from experience
12. Which dimension of the Big Five Model is a measure of reliability?
    Extroversion
    Conscientiousness
    Emotional stability
    Agreeableness
13. Which of the following statements is true regarding a merit-based pay plan?
    A typical merit-based pay plan provides no base salary and pays the employee only for what he or she produces.
    Unions typically resist merit-based pay plans.
    It is also called competency-based pay plan.
    It bases pay levels on how many skills employees have or how many jobs they can do.
14. Those with a ________ personality identify opportunities, show initiative, take action, and persevere until meaningful change occurs, compared to others who passively react to situations.
    proactive
    high self-monitoring
    type A
    high Mach
15. Which of the following is an instrumental value according to the Rokeach value survey?
    Social recognition
    Economic success
    Personal discipline
    Meaning in life
16. With reference to the Hofstede’s Framework for Assessing Cultures, ________ emphasizes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them.
    long-term orientation
    masculinity
    collectivism
    uncertainty avoidance
17. Which of the following guidelines for recognizing an employee’s performance was recommended?
    Provide recognition only for outstanding performance
    Provide more recognition to people in essential, high-visibility jobs
    Actively look for effective behavior or contributions to recognize
    Give praise in private to avoid embarrassing the recipient
18. Which of the following terms describes basic convictions that “a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite mode of conduct”?
    Emotions
    Attitudes
    Values
    Feelings
19. Which of the following is Theory X consistent with?
    The use of recognition and achievements to motivate employees
    The principles of participative management
    The vertical enhancement of jobs to enhance autonomy
    The autocratic style of managing people
20. Alex was sent to Beijing to help local managers solve the problem of growing worker dissatisfaction at their manufacturing facility located in the city. As part of his visit, he decided to have a town hall meeting with the workers to understand the problems that they were facing and the reasons for their discontent. The turnout at the meeting was substantial; however, when asked for their opinions and suggestions, the crowd fell silent. As a result, Alex was unable to determine the reason for employee dissatisfaction. Which of the following, if true, best explains this situation?
    The employees are genuinely concerned about improving their lot.
    A small portion of the workers at the facility belong to the Baby Boomers generation.
    Alex was sent to Beijing as he was one of the few employees conversant in the local language.
    There is an unequal distribution of power in the company.
21. Adam Sears is an assembly-line employee with Swenson Motors. Though Adam is popular among his supervisors and colleagues, Adam experiences low morale and lack of motivation. He feels frustrated that his job is restricted to fixing nuts and bolts on the car parts. He fears that he has no chances of advancing in his career as he cannot completely assemble a car. Which of the following is true with regard to Adam?
    Adam’s job has high task complexity.
    Adam’s job has low role definition.
    Adam’s job has a high span of control.
    Adam’s job has low task identity.
22. Which of the following refers to the tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement?
    Asceticism
    Cynicism
    Narcissism
    Stoicism
23. Which of the following refers to bottom-line conclusions individuals have about their capabilities, competence, and worth as a person?
    Authoritarianism
    Machiavellianism
    Self-monitoring
    Core self-evaluation

Answer 7

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