MGT 331-08 FINAL FML

Question 1

(CH.1) Which of the following scenarios most clearly exemplifies the successful use of a manager’s diagnostic skills in dealing with people?

A.) A program on Sally’s computer stops working. She could ask Gary, a member of the tech support team, to fix it, but Sally is good with computers and fixes the problem herself in less time than it would have taken Gary to come over and fix it.

B.) Sally must convince Gary and Roberta to work overtime. Since Gary’s top priority is his own self-interest, she emphasizes how much money he’ll make by working overtime. Since Roberta’s top priority is her well-being, she emphasizes how much it will mean to her to work overtime.

C.) Sally has to decide whether to disband Gary and Roberta’s division and form a new division to develop an innovative new product line.

D.) Sally suspects that Gary is underperforming because he is not getting enough sleep, not because he is incapable. She lets him work from 10 to 6 instead of 9 to 5, and his performance improves.

Answer 1

D.) Sally suspects that Gary is underperforming because he is not getting enough sleep, not because he is incapable. She lets him work from 10 to 6 instead of 9 to 5, and his performance improves.

Question 2

(CH.1) Which of the following factors is NOT a typical positive result when managers make a practice of listening to employees, recognizing their work, building trust, and behaving ethically?

A.) improved financial performance

B.) savings through staff layoffs

C.) stronger customer loyalty

D.) reduced absenteeism and turnover

Answer 2

B.) savings through staff layoffs

Question 3

(CH.1) Developing new ways to hire and train employees and paying them higher wages can result in which of the following benefits?

A.) It can result in a reduced emphasis on a global mindset.

B.) It can result in fewer employees being needed.

C.) It can result in better communication with management.

D.) It can result in better retention of employees.

Answer 3

D.) It can result in better retention of employees.

Question 4

(CH.1) Michael Porter says that companies gain a competitive advantage by giving customers __________.

A.) superior value for their money

B.) the product with the highest possible quality

C.) perfect customer service

D.) a feeling of brand loyalty

Answer 4

A.) superior value for their money

Question 5

(CH.1) Why is it important for managers to understand the Hawthorne effect?
A.) It proved that workers perform better under bright light than under dim light.

B.) It proved a direct correlation between employee satisfaction and performance.

C.) It explained the effects of dehumanizing workplace environments.

D.) It showed that people improve their performance when they know they’re being observed.

Answer 5

D.) It showed that people improve their performance when they know they’re being observed.

Question 6

(CH.1) The study of human behavior in organizational settings, of the interface between human behavior and the organization, and of the organization itself.

Answer 6

Organizational Behavior

Question 7

(CH.1) The Four Basic Managerial Functions

Answer 7

1.) planning
2.) organizing
3.) leading
4.) controlling

Question 8

(CH.1) The process of determining the organization’s desired future position and deciding how best to get there.

Answer 8

Planning

Question 9

(CH.1) The process of designing jobs, grouping jobs into manageable units, and establishing patterns of authority among jobs and groups of jobs.

Answer 9

Organizing

Question 10

(CH.1) The process of motivating members of the organization to work together toward the organization’s goals.

Answer 10

Leading

Question 11

(CH.1) The process of monitoring and correcting the actions of the organization and its people to keep them headed toward their goals.

Answer 11

Controlling

Question 12

(CH.1) Skills necessary to accomplish specific tasks within the organization.

Answer 12

Technical Skills

Question 13

(CH.1) The ability to effectively communicate with, understand, and motivate individuals and groups

Answer 13

Interpersonal Skills

Question 14

(CH.1) The manager’s ability to think in the abstract.

Answer 14

Conceptual Skills

Question 15

(CH.1) The ability to understand cause-and-effect relationships and to recognize the optimal solutions to problems

Answer 15

Diagnostic Skills

Question 16

(CH.1) When people improve some aspect of their behavior or performance simply because they are being assessed

Answer 16

Hawthorne Effect

Question 17

(CH.1) Which of the following employee behaviors are associated with effective management?

A.) qualifying for a year-end bonus

B.) not asking for raises

C.) working only on job-description tasks

D.) identification with the company

Answer 17

D.) identification with the company

Question 18

(CH.1) Which of the following is true about global mindset?

A.) It is the ability to effectively communicate with, understand, and motivate individuals and groups.

B.) It combines cultural intelligence and a multinational business orientation.

C.) It is an inherent personality trait.

D.) It is dependent upon the number of languages a person speaks.

Answer 18

B.) It combines cultural intelligence and a multinational business orientation.

Question 19

(CH.1) Which of the following factors did W. Edwards Deming believe should be removed from the workplace?

A.) fear

B.) diversity

C.) hierarchy

D.) competition

Answer 19

A.) fear

Question 20

(CH.1) Organizational behavior is defined as the study of three interrelated areas, one of which is the __________.

A.) maximization of an organization’s human resources

B.) interface between individuals and the organization

C.) management of interpersonal conflict in the workplace

D.) profitability and capital value of the business

Answer 20

B.) interface between individuals and the organization

Question 21

(CH.1) Three Parts of Organizational Behavior

Answer 21

Individual, Interface, and Organization

1.) Human behavior in organizational settings

2.) The interface between human behavior and the organization

3.) The organization itself

Question 22

(CH.1) Within Odyssey Adventures, Ramon is known as an expert in the hotels, restaurants, and amenities at various luxury destinations. Because he is so enthusiastic and knowledgeable, he is highly effective at encouraging clients to extend their vacation plans with add-on packages and upgraded experiences. Which management skill does this ability best demonstrate?

A.) interpersonal skills

B.) technical skills

C.) conceptual skills

D.) diagnostic skills

Answer 22

A.) interpersonal skills

Question 23

(CH.1) Why does Organizational Behavior matter?

Answer 23

Impacts personal success

Impacts organizational success

Question 24

(CH.1) Planning, organizing, leading, and controlling the efficient and effective allocation and utilization of resources to achieve established goals and objectives for added value.

Answer 24

Management

Question 25

(CH.1) Achieving maximum productivity with minimal waste or effort; utilizing minimum resources

Answer 25

Efficient

Question 26

(CH.1) Achieving success in producing a desired or intended result

Answer 26

Effective

Question 27

(CH.1) Four Resources

Answer 27

Human

Financial

Physical Materials

Information

Question 28

(CH.1) Primary Categories of Critical
Management Skills

Answer 28

Technical - The understanding of and competency in completing specific tasks

Interpersonal - The ability to work with other people (communicate, understand, motivate)

Conceptual - The cognitive ability to analyze the organization and see the interrelation among its parts (thinking in the abstract)

Diagnostic - The ability to understand cause and effect and recognize optimal solutions

Question 29

(CH.1) Human Resources Management

Answer 29

Employment

Orientation & Training

Compensation

Technology & Equipment

Health

Safety

Security Benefits

Employee Relations

Question 30

(CH.1) An organization’s edge over rivals in attracting customers and defending itself against competition

Answer 30

Competitive advantage

Question 31

(CH.1) Sources of competitive advantage

Answer 31

Innovation

Distribution

Speed

Convenience

First to market

Cost

Service

Quality

Branding

Question 32

(CH.1) Business Strategies

Answer 32

Cost Leadership (example: Walmart)

Differentiation (example: Lexus)

Specialization (example: Starbucks)

Growth (example: Apple)

Question 33

(CH.1) Managing for Effectiveness

Answer 33

Enhancing Performance

Enhancing Commitment and Engagement

Promoting Organizational Citizenship

Minimizing Dysfunctional Behavior

Driving Strategic Execution

How Do We Know What We Know?

Global Replication

Question 34

(CH.2) Robert owns a manufacturing business and tends to hire young men because he believes they’re better able to manage the equipment and tend to understand the technology better. How is his attitude a barrier to inclusion?

A.) It reveals a perceived threat of loss.

B.) It shows he has a “like me” bias.

C.) It represents a stereotyped belief.

D.) It reflects his ethnocentrism.

Answer 34

C.) It represents a stereotyped belief.

Question 35

(CH2.) Laila’s small company refashions discarded dolls and other toys into utensils and decorative items. Which of the following is the most apt label for her organization?

A.) service organization

B.) manufacturer

C.) cost leader

D.) technology leader

Answer 35

B.) manufacturer

Question 36

(CH.2) The variety of observable and unobservable similarities and differences among people.

Answer 36

Diversity

Question 37

(CH.2) Refers to observable differences in people, including race, age, ethnicity, physical abilities, physical characteristics, and gender.

Answer 37

Surface-Level Diversity

Question 38

(CH.2) Refers to individual differences that cannot be seen directly, including goals, values, personalities, decision-making styles, knowledge, skills, abilities, and attitudes.

Answer 38

Deep-Level Diversity

Question 39

(CH.2) Refers to differences in position or opinion among group members reflecting disagreement or opposition—dissimilarity in an attitude or value, for example, especially with regard to group goals or processes.

Answer 39

Separation Diversity

Question 40

(CH.2) Exists when there are meaningful differences in a certain type or category, including group members’ expertise, knowledge, or functional background.

Answer 40

Variety Diversity

Question 41

(CH.2) Reflects differences in the concentration of valuable social assets or resources—dissimilarity in rank, pay, decision-making authority, or status, for instance.

Answer 41

Disparity Diversity

Question 42

(CH.2) Derek serves on the board of directors for a furniture company. He is also the CEO of a timber company attempting to secure a contract with the furniture company. What situation does this example represent?

A.) expedited payments

B.) conflict of interest

C.) environmental sustainability

D.) corporate social responsibility

Answer 42

B.) conflict of interest

Question 43

(CH.2) Which term refers to similarities and differences among people, including those such as race, age, ethnicity, physical abilities and characteristics, and gender?

A.) separation diversity

B.) variety diversity

C.) surface-level diversity

D.) deep-level diversity

Answer 43

C.) surface-level diversity

Question 44

(CH.2) Assume a team is comprised of a marketing professional, a materials specialist, a manufacturing floor manager, a product safety advisor, an advertising department head, and a legal expert. What type of diversity is represented by this group?

A.) generational diversity

B.) separation diversity

C.) disparity diversity

D.) variety diversity

Answer 44

D.) variety diversity

Question 45

(CH.2) Given current demographic trends, which of the following is NOT a strategy companies would use to gain a competitive advantage through promoting diversity?

A.) put women in top management

B.) utilize reverse mentoring

C.) create heterogeneous teams

D.) encourage older workers to retire

Answer 45

D.) encourage older workers to retire

Question 46

(CH.2) The knowledge workers you’ve hired over the past three to five years have added value to your company because of what they know. However, they present special challenges. Which of the following statements is true for you as an employer?

A.) Even without investing in updating their skills, it will take about three years to gain any competitive advantage from hiring these people.

B.) You need to allow these staff members to work autonomously and recognize that they measure their performance in comparison to others in their profession.

C.) You can count on these workers to have enough pride in their output that they will seek their own continuing education to stay current in their field.

D.) You must create a structured chain of command for these staff members so that they can feel comfortable about reporting relationships.

Answer 46

B.) You need to allow these staff members to work autonomously and recognize that they measure their performance in comparison to others in their profession.

Question 47

(CH.2) Which term describes a business that is living and working together for the common good and valuing human dignity?

A.) global perspective

B.) corporate social responsibility

C.) long-term values

D.) collectivism

Answer 47

B.) corporate social responsibility

Question 48

(CH.2) Which of the following is NOT one of the four basic reasons for the rise in the volume of international business?

A.) advances in communication and transportation technologies

B.) the ease with which companies can obtain financing

C.) a desire to keep pace with competitors gaining market share

D.) a need to control labor costs by moving operations overseas

Answer 48

B.) the ease with which companies can obtain financing

Question 49

(CH.2) What type of policy explains what data the company will collect about its customers, how that data will be used, and how customers can opt out of having their information collected and/or shared?

A.) confidentiality

B.) privacy

C.) corporate social responsibility

D.) ethics

Answer 49

B.) privacy

Question 50

(CH.2) Types of Diversity

Answer 50

Surface level

Deep level

Separation

Variety

Disparity

Question 51

(CH.2) Generations by Birth Year

Answer 51

Seniors 1922–1943

Baby boomers 1943–1963

Gen X 1964–1980

Gen Y (Millennials) 1980–2000

Gen Z (iGen) 2000 to present

Question 52

Performance =

Answer 52

Motivation x Ability x Environment

Question 53

(CH2.) Barriers to Inclusion

Answer 53

“Like me” bias

Stereotypes

Prejudice

Perceived threat of loss

Ethnocentrism

Unequal access to organizational networks

Question 54

(CH.2) A willingness to be open to and learn from the alternative systems and meanings of other people and cultures, and a capacity to avoid assuming that people from everywhere are the same

Answer 54

Global Perspective

Question 55

(CH.2) Refers to the methods used to create products, including both physical goods and intangible services.

Answer 55

Technology

Question 56

(CH.2) Three Specific Areas of Technology

Answer 56

1.) the shift toward a service-based economy,

2.) the growing use of technology for competitive advantage, and

3.) mushrooming change in information technology

Question 57

(CH.2) A form of business that combines and transforms resources into tangible outcomes that are then sold to others.

Answer 57

Manufacturing

Question 58

(CH.2) A form of business that transforms resources into an intangible output and creates time or place utility for its customers.

Answer 58

Service Organization

Question 59

(CH.2) A person’s beliefs regarding what is right or wrong in a given situation

Answer 59

Ethics

Question 60

(CH.2) The oversight of a public corporation by its board of directors.

Answer 60

Corporate Governance

Question 61

(CH.2) Businesses living and working together for the common good and valuing human dignity.

Answer 61

Corporate Social Responsibility

Question 62

(CH.2) Those employees who add value in an organization simply because of what they know

Answer 62

Knowledge Workers

Question 63

(CH.2) People prefer to associate with others they perceive to be like themselves (Barriers to Inclusion)

Answer 63

The “Like Me” Bias

Question 64

(CH.2) A belief about an individual or a group based on the idea that everyone in a particular group will behave the same way or have the same characteristics (Barriers to Inclusion)

Answer 64

Stereotypes

Question 65

(CH.2) Outright bigotry or intolerance for other groups (Barriers to Inclusion)

Answer 65

Prejudice

Question 66

(CH.2) If some employees perceive a direct threat to their own career opportunities, they may feel that they need to protect their own prospects by impeding diversity efforts (Barriers to Inclusion)

Answer 66

Perceived Threat of Loss

Question 67

(CH.2) The belief that one’s own language, native country, and cultural rules and norms are superior to all others (Barriers to Inclusion)

Answer 67

Ethnocentrism

Question 68

(CH.2) Women and minorities are often excluded from organizational networks, which can be important to job performance, mentoring opportunities, and being seen as a candidate for promotion (Barriers to Inclusion)

Answer 68

Unequal Access to Organizational Networks

Question 69

(CH.2) Globalization Trends

Answer 69

communication / transportation

increased market share

control costs

competition

Question 70

(CH.2) A set of shared values that help people in a group, organization, or society understand which actions are considered acceptable and which are deemed unacceptable

Answer 70

Culture

Question 71

(CH.2) The ability to interact effectively with people of different cultures

Answer 71

Cultural Competence

Question 72

(CH.2) Four Components of Cultural Competence

Answer 72

Awareness of our worldview and our reactions to people who are different

Our attitude toward differences

Knowledge of different worldviews and cultural practices

Cross-cultural skills

Question 73

(CH.14) Which production technology is characterized by a tall bureaucratic structure with a large managerial span of control?

A.) small batch

B.) custom

C.) mass

D.) unit

Answer 73

C.) mass

Question 74

(CH.14) The process of selecting and managing aspects of organizational structure and culture to enable the organization to achieve its goals is called organizational __________.

A.) span of control

B.) centralization

C.) design

D.) formalization

Answer 74

C.) design

Question 75

(CH.14) The way in which task reporting and authority relationships interact as a system determines an organization’s __________.

A.) hierarchy

B.) strategy

C.) structure

D.) division of labor

Answer 75

C.) structure

Question 76

(CH.14) Which is typical of companies with a prebureaucratic structure?

A.) grouping of people with like skills into departments

B.) established hierarchies and formal divisions of labor

C.) early control of organizational decisions and growth

D.) organized functions around particular products

Answer 76

C.) early control of organizational decisions and growth

Question 77

(CH.14) Which of the following statements characterizes mechanistic organizations?

A.) They have less clear lines of authority.

B.) They are flexible, decentralized, and quickly adaptable.

C.) They have formal rules and regulations for decision making.

D.) They can respond quickly to changing market conditions.

Answer 77

C.) They have formal rules and regulations for decision making.

Question 78

(CH.14) An organization that contracts out almost all of its functions except for the company name and managing the coordination among the contractors

Answer 78

Virtual Organization

Question 79

(CH.14) Groups of people whose shared expertise and interest in a joint enterprise informally bind them together

Answer 79

Communities of Practice

Question 80

(CH.14) A diagram of the chain of command and reporting relationships in a company

Answer 80

Organizational Chart

Question 81

(CH.14) Characteristics of Organizational Structure

Answer 81

Division of Labor

Span of Control

Hierarchy

Formalization

Centralization

Question 82

(CH.14) The degree to which employees specialize (Characteristics of Organizational Structure)

Answer 82

Division of Labor

Question 83

(CH.14) The number of people reporting directly to an individual (Characteristics of Organizational Structure)

Answer 83

Span of Control

Question 84

(CH.14) The degree to which some employees have formal authority over others (Characteristics of Organizational Structure)

Answer 84

Hierarchy

Question 85

(CH.14) Reflects the extent to which organizational rules, procedures, and communications are written down (Characteristics of Organizational Structure)

Answer 85

Formalization

Question 86

(CH.14) Is the degree to which power and decision-making authority are concentrated at high levels of the organization rather than distributed (Characteristics of Organizational Structure)

Answer 86

Centralization

Question 87

(CH.14) True or False:
Decentralized organizations give lower levels more authority and autonomy for making decisions.

Answer 87

True

Question 88

(CH.14) When integrating employees, under what structure do managers from different units informally work together to coordinate or to identify and solve shared problems?

A.) liaison roles

B.) permanent task forces

C.) cross-functional teams

D.) direct contact

Answer 88

D.) direct contact

Question 89

(CH.14) Creating smaller units within a larger organization can increase which of the following benefits?

A.) flexibility

B.) economies of scale

C.) coordination

D.) lower costs

Answer 89

A.) flexibility

Question 90

(CH.14) Which of the following statements about communities of practice is true?

A.) They usually are officially referenced on organizational charts.

B.) They can use the company intranet to cultivate a sense of community.

C.) They are able to operate independent of any management.

D.) They are generally not recognized by executive leadership.

Answer 90

B.) They can use the company intranet to cultivate a sense of community.

Question 91

(CH.14) Which of the following conditions is NOT true for virtual organizations?

A.) Career paths are challenging for virtual employees.

B.) Companies gain competitive advantages from them.

C.) They tend to be very simple.

D.) They can exist without a permanent physical office.

Answer 91

C.) They tend to be very simple.

Question 92

(CH.14) For multinational organizations, which type of structure is best when both global integration and local responsiveness are needed?

A.) global area division

B.) global transnational division

C.) regional headquarters

D.) global product division

Answer 92

B.) global transnational division

Question 93

(CH.14) The process of selecting and managing aspects of organizational structure and culture to enable the organization to achieve its goals.

Answer 93

Organizational Design

Question 94

(CH.14) The formal system of task, power, and reporting relationships.

Answer 94

Organizational Structure

Question 95

(CH.14) Why do Organizational Structure & Design matter for Organizational Behavior?

Answer 95

It increases commitment, performance, communication, trust, motivation, and satisfaction

Question 96

(CH.14) What Influences Organizational Structure?

Answer 96

Business Strategy

External Environment

Organizational Talent

Organizational Size

Behavioral Expectations

Production Technology

Organizational Change

Question 97

(CH.14) True or False:

Finance and Marketing are the necessary activities and resources to achieve goals (Designing the Organization)

Answer 97

False

Finance, Marketing, and OPERATIONS are the necessary activities and resources to achieve goals

Question 98

(CH.14) True or False:

Dividing work into specialized jobs decreases work efficiency.

Answer 98

False

Dividing work into specialized jobs INCREASES work efficiency.

Question 99

(CH.14) True or False:

The increased specialization of employees in each division also decreases organizational flexibility.

Answer 99

True

Question 100

(CH.14) Rigid, traditional bureaucracies with centralized power and hierarchical communications

Answer 100

Mechanistic Organizations

Question 101

(CH.14) Flexible, decentralized structures with less clear lines of authority, decentralized power, open communication channels, and a focus on adaptability in helping employees accomplish goals

Answer 101

Organic Organizations

Question 102

(CH.14) Assigning tasks to a recipient

Answer 102

Delegating

Question 103

(CH.15) True or False

Industry does not influence an organization’s culture

Answer 103

False

Question 104

(CH.15) How can intranets be used to reflect an open and positive organizational culture in a large company with multiple workgroups?

A.) They can be narrow in scope and reflect a respect for privacy of information.

B.) They can use stories and symbols to craft the organization’s image.

C.) They can be carefully edited to avoid uncomfortable feedback.

D.) They can vary in appearance and level of information for different departments.

Answer 104

B.) They can use stories and symbols to craft the organization’s image.

Question 105

(CH.15) Which of the following is NOT an element that makes up an organization’s culture?

A.) trust and positive relationships

B.) shared values, norms, and assumptions

C.) how employees get work done

D.) span of control

Answer 105

D.) span of control

Question 106

(CH.15) You have been hired as CEO of a new company focused on providing home health services. What could you do to establish a strong and positive organizational culture?

A.) embrace the company’s enacted values and norms

B.) let the culture develop organically

C.) delegate to subordinates the power to maintain culture

D.) craft organizational vision, values, and goals

Answer 106

D.) craft organizational vision, values, and goals

Question 107

(CH.15) Anne works for a traditional manufacturing firm. What is the most common means of developing innovation in such an organization?

A.) organizational socialization

B.) corporate research

C.) entrepreneurship

D.) entrepreneurship

Answer 107

B.) corporate research

Question 108

(CH.15) Far Horizons, Inc. has experienced a lot of absenteeism and turnover among employees, particularly among ethnic and religious minorities. Management decided to implement several policies to better reflect its values of nondiscrimination and respect for everyone. Which of the following steps could it take to create a culture of inclusion?

A.) Adjust working hours to accommodate workers’ personal needs.

B.) Give everyone the week off between Christmas and New Year’s Day.

C.) Survey customers on social media about their perceptions of organizational culture.

D.) Explain to employees why they need to be kind and respectful.

Answer 108

A.) Adjust working hours to accommodate workers’ personal needs.

Question 109

(CH.15) The process through which individuals learn what constitutes polite and acceptable behavior is called __________.

A.) entrepreneurship

B.) innovation

C.) culture

D.) socialization

Answer 109

D.) socialization

Question 110

(CH. 15) True or False

A strong culture is always desirable

Answer 110

False

Question 111

(CH.15) Which of the following statements is true about the importance of organizational culture?

A.) A good business strategy will override corporate culture.

B.) A strong culture is always desirable.

C.) Culture can give competitive advantages.

D.) Culture should emphasize results and growth.

Answer 111

C.) Culture can give competitive advantages.

Question 112

(CH.15) Which of the following statements indicates an accurate understanding of organizational culture?

A.) People who can do well in one organization can do well pretty much anywhere.

B.) Within an organization, people explicitly tell newcomers how to adhere to the culture.

C.) Skills and experience are way more important in hiring than how a person fits in.

D.) Strong organizational cultures aren’t necessarily associated with high performance.

Answer 112

D.) Strong organizational cultures aren’t necessarily associated with high performance.

Question 113

(CH.15) Because of their many layers of authority and strong bureaucracy, hospitals tend to have conflict cultures that are characterized by withholding information and withdrawing from work when there’s conflict. What type of conflict culture is this?

A.) passive-aggressive

B.) dominating

C.) collaborative

D.) avoidant

Answer 113

A.) passive-aggressive

Question 114

(CH.15) Which of the following is NOT an element of managing organization culture?

A.) criticizing the organization culture

B.) changing the organization culture

C.) taking advantage of the existing culture

D.) teaching the organization culture

Answer 114

A.) criticizing the organization culture

Question 115

(CH.15) A system of shared values, norms, and assumptions that guide members’ attitudes and behaviors.

Answer 115

Organizational Culture

Question 116

(CH.15) Shared Norms for Managing Conflict

Answer 116

Conflict Cultures

Question 117

(CH.3) The manner in which individuals organize facts and data during learning is known as __________.

A.) information processing capacity

B.) emotional intelligence

C.) general mental ability

D.) sensory modalities

Answer 117

A.) information processing capacity

Question 118

(CH.3) In the Myers-Briggs framework, Elena is ISFJ. What would be the best job fit for her?

A.) accountant

B.) artist/designer

C.) dispute resolution

D.) sales/marketing

Answer 118

A.) accountant

Question 119

(CH.3) David is self-aware, manages his emotions, expresses empathy for others, and possesses social skills. He has high __________.

A.) emotional intelligence

B.) self-efficacy

C.) internal locus of control

D.) general mental ability

Answer 119

A.) emotional intelligence

Question 120

(CH.3) Strong job satisfaction, greater task motivation, and better social integration at work all tend to be traits associated with __________.

A.) introversion

B.) external locus of control

C.) extraversion

D.) internal locus of control

Answer 120

D.) internal locus of control

Question 121

(CH.3) Which of the following is a goal of a realistic job preview?

A.) presenting both positive and negative information to the candidate

B.) selling a candidate on the job and the company

C.) describing the job opportunity in the most positive light

D.) presenting only negative information to the candidate

Answer 121

A.) presenting both positive and negative information to the candidate

Question 122

(CH.3) A trait causing a person to behave in ways to gain power and control the behavior of others

Answer 122

Machiavellianism

Question 123

(CH.3) What is a negative effect of workplace bullying?

A.) more victims becoming bullies themselves

B.) lower absenteeism due to fear of missing work

C.) more stress-related health problems for employees

D.) decreased Machiavellianism at work

Answer 123

C.) more stress-related health problems for employees

Question 124

(CH.3) What term refers to the match between an individual and her supervisor and coworkers?

A.) person-organization fit

B.) person-vocation fit

C.) person-group fit

D.) person-job fit

Answer 124

C.) person-group fit

Question 125

(CH.3) Which of the following traits is characteristic of people with a high degree of Machiavellianism?

A.) acceptance of social influence

B.) tendency to bully others

C.) emphasis on loyalty and friendship

D.) orientation toward irrational thought

Answer 125

B.) tendency to bully others

Question 126

(CH.3) Dan works as a receptionist. He’s happy with his salary, he gets along well with his coworkers and his boss, he feels no stress, and he assumes he can get all of his tasks done proficiently. However, he feels unfulfilled and hopes to get a different job soon. Which of the following does Dan lack?

A.) person-job fit

B.) person-vocation fit

C.) person-group fit

D.) person-organization fit

Answer 126

B.) person-vocation fit

Question 127

(CH.3) Which of the following traits is NOT considered a positive in organizational settings?

A.) high conscientiousness

B.) extraversion

C.) high agreeableness

D.) more neurotic

Answer 127

D.) more neurotic

Question 128

(CH.3) Hiring Process

Answer 128

Step One: Position Needed

Step Two: Obtain Applicants

Step Three: Receive and Review

Step Four: Interviews

Step Five: Reference Check

Step Six: The Offer!

Step Seven: Follow Up

Question 129

(CH.3) A relatively stable set of psychological attributes that distinguish one person from another.

Answer 129

Personality

Question 130

(CH.3) The Big 5 Personality Assessment

Answer 130

Agreeableness: The ability to get along with others

Conscientiousness: The ability to be counted on to get things done

Neuroticism: Experiencing anger, anxiety, moodiness/insecurity

Extraversion: Comfort level with relationships

Openness: The capacity to entertain new ideas and to change as a result of new information

Question 130

(CH.3) The Big 5 Personality Assessment

Answer 130

Agreeableness: The ability to get along with others

Conscientiousness: The ability to be counted on to get things done

Neuroticism: Experiencing anger, anxiety, moodiness/insecurity

Extraversion: Comfort level with relationships

Openness: The capacity to entertain new ideas and to change as a result of new information

Question 131

(CH.3) The Myers-Briggs Framework

Answer 131

Extroversion (E)/Introversion (I)

Sensing (S)/Intuition (N)

Thinking (T)/Feeling (F)

Judging (J)/Perceiving (P)

Question 132

(CH.3) The belief that power and status differences are appropriate within hierarchical social systems such as organizations

Answer 132

Authoritarianism

Question 133

(CH.3) The extent to which one believes one’s circumstances are a function of either one’s own actions or of external factors beyond one’s control

Answer 133

Locus of Control

Question 134

(CH.3) The degree to which a person is comfortable with risk and is willing to take chances and make risky decisions

Answer 134

Tolerance for Risk

Question 135

(CH.3) The capacity to rapidly and fluidly acquire, process, and apply information.

Answer 135

General Mental Ability

Question 136

(CH.3) Multiple Intelligences

Answer 136

Linguistic

Logical

Musical

Bodily

Spatial

Interpersonal

Intrapersonal

Question 137

(CH.3) Sensory Modalities

Answer 137

Visual - See

Auditory - Hear

Touch - Tactile

Kinesthetic - Do

Question 138

(CH.3) Learning Style Orientations

Answer 138

Discovery

Experiential

Observational

Structured

Group

Question 139

(CH.4) Juanita, the department manager, realizes that Kevin is missing from work and didn’t call in sick. She assumes something beyond Kevin’s control must have happened. This belief is an example of __________.

A.) selective perception

B.) halo effect

C.) stereotyping

D.) contrast effect

Answer 139

A.) selective perception

Question 140

(CH.4) Attributing our own characteristics to other people is termed __________.

A.) projection

B.) a self-fulfilling prophecy

C.) attribution

D.) self-handicapping

Answer 140

A.) projection

Question 141

(CH.4) Which stress stage is triggered when we first encounter a stressor?

A.) alarm

B.) termination

C.) resistance

D.) exhaustion

Answer 141

A.) alarm

Question 142

(CH.4) What type of stress results because of happy events that lead to pleasurable emotions, including satisfaction, excitement, and enjoyment?

A.) demand

B.) adaptation

C.) behavioral

D.) eustress

Answer 142

D.) eustress

Question 143

(CH.4) Which of the following is an organizational consequence of prolonged stress?

A.) People stop complaining about unimportant things.

B.) People will take shorter lunch breaks to compensate.

C.) People call in sick more often and quit their jobs.

D.) People can actually become more productive.

Answer 143

C.) People call in sick more often and quit their jobs.

Question 144

(CH.4) What term refers to a general tendency of an individual to experience a particular mood or to react to things in a particular way or with certain emotions?

A.) affectivity

B.) burnout

C.) personality

D.) intelligence

Answer 144

A.) affectivity

Question 145

(CH.4) What term refers to feeling obliged to stay with an organization for moral or ethical reasons?

A.) normative commitment

B.) affective commitment

C.) legal commitment

D.) continuance commitment

Answer 145

A.) normative commitment

Question 146

(CH.4) Which of the following scenarios is an example of intrapersonal value conflict?

A.) You have a disagreement with your coworkers that prevents you from being productive.

B.) You love spending time with family, but ambition makes you work longer hours to get a raise.

C.) You want a promotion, but your supervisor refuses to recognize your work and successes.

D.) You believe honesty is important, but the company you work for is avoiding paying taxes.

Answer 146

B.) You love spending time with family, but ambition makes you work longer hours to get a raise.

Question 147

(CH.4) Imagine you just bought a cable installation company that routinely treats its residential customers poorly. You want your company to satisfy customers but it promises a certain connectivity speed that isn’t realistic in most homes. It says it will send repair people within a certain time window, but when they get tied up and are running late, no one calls the customers. You hear complaints every time you answer the phone. What approach would be most likely to resolve your cognitive dissonance?

A.) You can quit this job and go to work in another industry altogether.

B.) You can continue to believe in customer service but not make changes.

C.) You can purchase and start to use new software for scheduling repairs and calls.

D.) You can stop answering the phone.

Answer 147

C.) You can purchase and start to use new software for scheduling repairs and calls.

Question 148

(CH.4) Craig is unhappy with his job, but he’s been with Spearhead Associates for seven years and won’t be vested in his pension for another three years. What type of commitment does he have to the organization?

A.) continuance commitment

B.) normative commitment

C.) affective commitment

D.) community commitment

Answer 148

A.) continuance commitment

Question 149

(CH.4) Personal attributes that vary from one person to another.

Answer 149

Individual Differences

Question 150

(CH.4) A person’s complexes of beliefs and feelings about specific ideas, situations, and other people.

Answer 150

ATTITUDES

Question 151

(CH.4) Reflect our long-term life goals and may include prosperity, happiness, a secure family, and a sense of accomplishment

Answer 151

Terminal Values

Question 152

(CH.4) Our preferred means of achieving our terminal values or our preferred ways of behaving

Answer 152

Instrumental Values

Question 153

(CH.4) Conflict between the instrumental value of ambition and the terminal value of happiness

Answer 153

Intrapersonal Value Conflict

Question 154

(CH.4) Occur when two different people hold conflicting values

Answer 154

Interpersonal Value Conflicts

Question 155

(CH.4) When an employee’s values conflict with the values of the organization

Answer 155

Individual–Organization Value Conflict

Question 156

(CH.4) Intense, short-term physiological, behavioral, and psychological reactions to a specific object, person, or event that prepare us to respond to it

Answer 156

Emotions

Question 157

(CH.4) Short-term emotional states that are not directed toward anything in particular

Answer 157

Moods

Question 158

(CH.4) The set of processes by which an individual becomes aware of and interprets information about the environment

Answer 158

Perception

Question 159

(CH.4) When we evaluate our own or another person’s characteristics through comparisons with other people we have recently encountered who rank higher or lower on the same characteristics.

Answer 159

The Contrast Effect

Question 160

(CH.4) The way we explain the causes of our own as well as other people’s behaviors and achievements, and understand why people do what they do

Answer 160

Attribution

Question 161

(CH.4) An incompatibility or conflict between behavior and an attitude or between two different attitudes.

Answer 161

Cognitive Dissonance

Question 162

(CH.4) How to Resolve Cognitive Dissonance

Answer 162

Change behavior

Reasoning

Change attitude

Seek additional information

Question 163

(CH.4) Ways of behaving or end-states that are desirable to a person or to a group.

Answer 163

Values

Question 164

(CH.4) Refers to employees’ perceptions of organizational events, policies, and practices as being fair or not fair

Answer 164

Organizational Fairness

Question 165

(CH.4) Refers to the perceived fairness of the outcome received, including resource distributions, promotions, hiring and layoff decisions, and raises

Answer 165

Distributive Fairness

Question 166

(CH.4) Addresses the fairness of the procedures used to generate the outcome

Answer 166

Procedural Fairness

Question 167

(CH.4) Whether the amount of information about the decision and the process was adequate, and the perceived fairness of the interpersonal treatment and explanations received during the decision-making process

Answer 167

Interactional Fairness

Question 168

(CH.5) Which of the following is NOT a condition of job performance?

A.) being able to provide self-direction

B.) having the materials and information to do the job

C.) being able to do the job

D.) wanting to do the job

Answer 168

A.) being able to provide self-direction

Question 169

(CH.5) Which dimension of task-specific self-efficacy refers to beliefs about how confident the person is that the task can be accomplished?

A.) performance

B.) generality

C.) magnitude

D.) strength

Answer 169

D.) strength

Question 170

(CH.5) According to the cognitive view, which of the following is NOT a behavior a person would adopt in order to become a conscious, active participant in their own learning?

A.) use past learning as a way to decide their present behavior

B.) make choices about behavior based on assessing alternatives

C.) look at consequences and ignore them if necessary to be happy

D.) let future choices be based on prior learning and consequences

Answer 170

C.) look at consequences and ignore them if necessary to be happy

Question 171

(CH.5) Jamal just began a new job. At first, he is highly formal and addresses people as Mr. or Ms. However, his coworkers don’t react warmly to this approach. Therefore, Jamal changes to a more informal style based on the consequences of his actions and discovers that people seem friendlier and more relaxed around him. In learning theory, the coworkers’ actions would be known as __________.

A.) response

B.) social learning

C.) linkage

D.) reinforcement

Answer 171

D.) reinforcement

Question 172

(CH.5) Herzberg’s two-factor theory identifies motivating factors for business organizations. Which of the following is a hygiene factor that management could control so that employees aren’t dissatisfied with their jobs?

A.) responsibility

B.) recognition

C.) working conditions

D.) advancement

Answer 172

C.) working conditions

Question 173

(CH.5) Which of the following is an early perspective on motivation that suggested fostering a false sense of employees’ inclusion in decision making would boost job performance?

A.) human resource approach

B.) Frederick Taylor’s approach

C.) scientific management

D.) human relations approach

Answer 173

D.) human relations approach

Question 174

(CH.5) Which of the following is a characteristic of individuals who have a high need for achievement, according to the acquired needs framework?

A.) They are able to delegate in order to make the best use of their own time.

B.) They are able to work hard and then set work aside to play hard.

C.) They want immediate, specific feedback on their performance.

D.) They set overly challenging goals and like to take on high risk levels.

Answer 174

C.) They want immediate, specific feedback on their performance.

Question 175

(CH.5) Which of the following is NOT one of the steps in forming equity perceptions?

A.) Compare one’s own circumstances with those of a comparison-other.

B.) Satisfy physiological needs before growth needs.

C.) Evaluate how one is being treated by an organization.

D.) Form a perception of how a comparison-other is being treated.

Answer 175

B.) Satisfy physiological needs before growth needs.

Question 176

(CH.5) Which of the following are “growth needs” in Maslow’s hierarchy of needs?

A.) security and belonging

B.) physiological and security

C.) esteem and security

D.) self-actualization and esteem

Answer 176

D.) self-actualization and esteem

Question 177

(CH.5) According to equity theory, a person who feels equitably treated is motivated to ________.

A.) devote less effort to work

B.) look harder for signs of inequity

C.) change the way things are

D.) keep things as they are

Answer 177

D.) keep things as they are

Question 178

(CH.6) What is the central feature of a 360-degree feedback system?

A.) wide-ranging feedback, as well as subjective measures of performance

B.) objective and easily measurable performance standards

C.) a one-on-one meeting between the employee and the supervisor

D.) both constructive feedback and destructive criticism

Answer 178

A.) wide-ranging feedback, as well as subjective measures of performance

Question 179

(CH.6) What term refers to the degree to which employees have the authority to set their own work goals, make decisions, and solve problems?

A.) empowerment

B.) participation

C.) collaboration

D.) expectancy

Answer 179

A.) empowerment

Question 180

(CH.6) Pensions are an example of __________.

A.) a profit-sharing plan

B.) indirect compensation

C.) an award

D.) perquisites

Answer 180

B.) indirect compensation

Question 181

(CH.6) Which of the following is NOT a method companies use to improve job design?

A.) giving employees more control over tasks

B.) shifting employees from one job to another

C.) raising pay for most standardized jobs

D.) introducing a wider variety of tasks

Answer 181

C.) raising pay for most standardized jobs

Question 182

(CH.6) You manage a work group of ten secretaries who take turns answering phones, sorting mail, and typing and filing correspondence. Using the job characteristics theory, how can you assure that this team is happy and productive?

A.) Break the job down into small component tasks and standardize them.

B.) Promote the best workers into lower-level management positions.

C.) Provide bonuses for low absenteeism and for staying with the company.

D.) Give them autonomy in deciding how to organize the workload

Answer 182

D.) Give them autonomy in deciding how to organize the workload

Question 183

(CH.6) Albert works as a salesperson making $18 an hour plus 5% of every sale he makes. He receives two weeks of paid vacation a year, as well as 50% matching in a 401K retirement fund. In this scenario, $18 an hour represents Albert’s __________.

A.) commissions

B.) perquisites

C.) base pay

D.) compensation package

Answer 183

C.) base pay

Question 184

(CH.6) What makes job specialization difficult to implement, even though it seems as if it would be highly effective?

A.) monotony associated with each task

B.) high cost of dividing labor among tasks

C.) increased demands placed on each worker

D.) high level of expertise required to fulfill each task

Answer 184

A.) monotony associated with each task

Question 185

(CH.6) What is the second step in the performance appraisal process?

A.) compensation

B.) evaluation

C.) communication

D.) documentation

Answer 185

D.) documentation

Question 186

(CH.6) Why does the work teams approach tend to be more effective in countries such as Japan and Sweden?

A.) They offer an extended work schedule.

B.) They are more effective at empowerment.

C.) Their work and rewards are team centered.

D.) They emphasize individual responsibility.

Answer 186

C.) Their work and rewards are team centered.

Question 187

(CH.6) According to goal-setting theory, which of the following strategies is NOT likely to result in improved performance?

A.) establishing goals that will encourage worker acceptance

B.) holding employees accountable for goals they were involved in setting

C.) setting unspecified goals so that workers can establish their own measures

D.) setting goals that are challenging and require effort

Answer 187

C.) setting unspecified goals so that workers can establish their own measures

Question 188

(CH.7) Command Workgroups

Answer 188

Relatively permanent

Formal

Organizational chart

Question 189

(CH.7) Affinity Workgroups

Answer 189

Relatively permanent

Informal

Not on organizational chart

Question 190

(CH.7) Group Performance Factors

Answer 190

Composition

Size

Norms

Cohesiveness *

Informal Leadership

Question 191

(CH.7) A formal group formed by an organization to do its work

Answer 191

Workgroups

Question 192

(CH.7) A relatively permanent, formal group with functional reporting relationships and is usually included in the organization chart

Answer 192

Command Group

Question 193

(CH.7) Collections of employees from the same level in the organization who meet on a regular basis to share information, capture emerging opportunities, and solve problems

Answer 193

Affinity Groups

Question 194

(CH.7) TRUE or FALSE
In business organizations, most employees work in command groups, as typically specified on an official organization chart.

Answer 194

TRUE

Question 195

(CH.7) TRUE or FALSE
Affinity Groups are typically a part of the organizational hierarchy

Answer 195

FALSE

Question 196

(CH.7) A team whose members come from the same department or function area

Answer 196

Functional Teams

Question 197

(CH.7) A team whose members come from different departments or functional areas

Answer 197

Cross-Functional Teams

Question 198

(CH.7) Teams established to solve problems and make improvements at work

Answer 198

Problem-Solving Teams

Question 199

(CH.7) Teams that set their own goals and pursue them in ways decided by the team

Answer 199

Self-Directed Teams

Question 200

(CH.7) Teams that operate semi-autonomously to create and develop new products (product development teams), processes (process design teams), or businesses (venture teams)

Answer 200

Venture Teams

Question 201

(CH.7) Teams with members from different countries

Answer 201

Global Teams

Question 202

(CH.7) Is relatively permanent and informal and draws its benefits from the social relationships among its members

Answer 202

Friendship Groups

Question 203

(CH.7) Is relatively temporary and informal and is organized around a common activity or interest of its members

Answer 203

Interest Groups

Question 204

(CH.7) The degree of similarity or difference among group members on factors important to the group’s work

Answer 204

Group Composition

Question 205

(CH.7) TRUE or FALSE
Groups with members of different ages and experiences tend to experience frequent changes in membership.

Answer 205

TRUE

Question 206

(CH.7) TRUE or FALSE
A homogeneous group tends to have more conflict, more differences of opinion, rougher communication, and less interactions.

Answer 206

FALSE
A homogeneous group tends to have LESS conflict, FEWER differences of opinion, SMOOTHER communication, and MORE interactions.

Question 207

(CH.8) Three levels of Decision-Making

Answer 207

Strategic
(Merge, new product, downsize
CEO / top management)

Tactical
(How market; how communicate decisions
Manager)

Operational
(What to tell customers about new product; how to balance new work with current
Employee)

Question 208

(CH.8) Decision-Making Process

Answer 208

1.) State the issue or
problem

2.) Establish and weigh
the criteria

3.) Generate options

4.) Evaluate options

5.) Select Best

6.) Implement

7.) Review decision

Question 209

(CH.7) A team of Americans and Koreans are working on resolving problems at Korean Air. Tim, an American and a team leader from Houston, understands in advance that there will be cultural challenges in this arrangement. What should he be sensitive to in dealing with his Korean counterparts?

A.) The Koreans are more likely to bypass senior managers and freely express their ideas.

B.) The Koreans may not openly disagree with Tim because of his position of authority.

C.) The Koreans will be willing to directly answer questions about their preferences.

D.) The Koreans will want to get closure each day and move on to the next agenda item.

Answer 209

B.) The Koreans may not openly disagree with Tim because of his position of authority.

Question 210

(CH.7) The Green River Furniture Company has a group comprised of the managers of the sales, warehousing, manufacturing, and shipping departments. It has a group manager and is not included in the company’s organization chart. This type of group is known as a __________.

A.) functional group

B.) command group

C.) affinity group

D.) common interest group

Answer 210

C.) affinity group

Question 211

(CH.7) Which of the following is a core strength of problem-solving teams?

A.) They take advantage of employees’ expertise by grouping employees who do the actual work.

B.) They save the company money by communicating using the Internet and other information technologies.

C.) Employees can bond from long-standing relationships.

D.) They can come up with creative products and solutions by operating semi-autonomously.

Answer 211

A.) They take advantage of employees’ expertise by grouping employees who do the actual work.

Question 212

(CH.7) Informational diversity has a __________ impact on team performance; demographic diversity often has a __________ impact.

A.) positive, positive

B.) negative, positive

C.) positive, negative

D.) negative, negative

Answer 212

C.) positive, negative

Question 213

(CH.7) What term refers to the performance improvements that occur because people work together rather than independently?

A.) process loss

B.) process gain

C.) team efficacy

D.) cohesiveness

Answer 213

B.) process gain

Question 214

(CH.7) Which of the following is NOT one of the five basic group performance factors?

A.) cooperation

B.) informal leadership

C.) cohesiveness

D.) composition

Answer 214

A.) cooperation

Question 215

(CH.7) After management at Cascade Geotechnical decided to adopt a teams approach to problem solving, the firm benefitted in many ways. Which of the following items was an organizational benefit?

A.) Employees had the opportunity to be self-determining.

B.) It eliminated redundant layers of bureaucracy.

C.) Absenteeism and turnover both declined significantly.

D.) There was less use of employee assistance programs.

Answer 215

B.) It eliminated redundant layers of bureaucracy.

Question 216

(CH.7) Implementation of teams is a five-phase process. At one phase in the process, there is a danger that a team will become so internally focused that it may stop communicating with other teams or even develop rivalries with other teams. At which step is this likely to occur?

A.) leader-centered

B.) tightly formed

C.) reality and unrest

D.) start-up

Answer 216

B.) tightly formed

Question 217

(CH.7) You are worried about some of the costs associated with shifting to a team approach. Which of the following factors is a legitimate concern?

A.) Teams take a fair amount of work but have a relatively short lifespan.

B.) Some employees may feel concerned that their jobs are in jeopardy.

C.) Managers may take their desirable new skills as coaches to a competitor.

D.) It can be hard to attract younger workers, who tend to prefer workplaces with traditional manager-based systems.

Answer 217

B.) Some employees may feel concerned that their jobs are in jeopardy.

Question 218

(CH.7) Which of the following factors is associated with a high level of group cohesiveness?

A.) individualism

B.) large size

C.) external threats

D.) recent composition

Answer 218

C.) external threats

Question 219

(CH.8) Which of the following identifies post-decision dissonance?

A.) staying with a decision even when it appears wrong

B.) an innate belief about something without conscious consideration

C.) doubt about a choice that has been made

D.) more extreme post-discussion attitudes

Answer 219

C.) doubt about a choice that has been made

Question 220

(CH.8) Divergent thinking is a skill that allows people to see __________ situations, phenomena, or events.

A.) similarities among

B.) differences among

C.) the limits and benefits of

D.) a meaningful subset of information about

Answer 220

B.) differences among

Question 221

(CH.8) Which of the following is NOT true regarding the difference between decision making and problem solving?

A.) When solving a problem, you must find the answer to a question.

B.) When making a decision, you must evaluate various outcomes in terms of a goal.

C.) When making a decision, you must choose from among various alternatives.

D.) When solving a problem, you must choose from among various alternatives.

Answer 221

D.) When solving a problem, you must choose from among various alternatives.

Question 222

(CH.8) Nonprogrammed decisions require managers to use good judgment and __________.

A.) procedures

B.) clear and specific goals

C.) decision rules

D.) creativity

Answer 222

D.) creativity

Question 223

(CH.8) Which term refers to the ability of an individual to generate new ideas?

A.) creativity

B.) decision making

C.) contingent thinking

D.) empowerment

Answer 223

A.) creativity

Question 224

(CH.8) Stephen needs to decide about whether or not to promote his firm’s new sportswear line. He knows that his sportswear company’s ad campaign will result in the firm earning profits of $575,000. He also knows that if he doesn’t run the ad campaign, his company will earn only $100,000. What type of condition is he operating under?

A.) condition of uncertainty

B.) condition of suboptimizing

C.) condition of certainty

D.) condition of risk

Answer 224

C.) condition of certainty

Question 225

(CH.8) If you decide to take a break and go for a hike in order to focus less consciously on the creative process, which stage in the creative process are you experiencing?

A.) insight

B.) incubation

C.) preparation

D.) verification

Answer 225

B.) incubation

Question 226

(CH.8) A contingency plan specifies what will be done if __________.

A.) it is necessary to satisfice

B.) there is post-decision dissonance

C.) the primary plan is disrupted

D.) the primary plan is successful

Answer 226

C.) the primary plan is disrupted

Question 227

(CH.8) According to prospect theory, people are more strongly motivated by __________ than by __________.

A.) personal gains, ethics

B.) potential losses, potential gains

C.) potential gains, potential losses

D.) ethics, personal gains

Answer 227

C.) potential gains, potential losses

Question 228

(CH.8) What is the goal of brainstorming?

A.) gather judgments from noted experts to help develop forecasts

B.) produce new ideas and solutions by stimulating group members’ creativity

C.) identify “mindguards” who can protect the group from adverse information

D.) provide the resolution to a problem or a decision

Answer 228

B.) produce new ideas and solutions by stimulating group members’ creativity

Question 229

(CH.8) Decision Making: Three Levels

Answer 229

Strategic
Merge, new product, downsize
CEO / top management

Tactical
How market; how communicate decisions
Manager

Operational
What to tell customers about new product; how to balance new work
with current
Employee

Question 230

(CH.8) Two Types of Decision-Making

Answer 230

Programmed

Nonprogrammed

Question 231

(CH.8) Decision Making Approaches

Answer 231

Rational

Behavioral

Question 232

(CH.8) Rational Approach to Decision-Making

Answer 232

A systematic, step-by-step process

Use when making an important decision
and best outcome is necessary

Evidence-Based Management (EBM)

Identify and utilize the best theory and data available

Question 233

(CH.8) Behavioral Approach to Decision-Making

Answer 233

Role and importance of human behavior

Administrative Model = Bounded Rationality

• suboptimizing * satisficing

Question 234

(CH.8) the decision maker cannot know with certainty what the outcome of a given action will be but has enough information to estimate the probabilities of various outcomes

Answer 234

Condition of Risk

Question 235

(CH.8) The decision maker who lacks enough information to estimate the probability of outcomes

Answer 235

Condition of Uncertainty

Question 236

(CH.8) The manager knows the outcomes of each alternative

Answer 236

Condition of Certainty

Question 237

(CH.8) Assumes that managers follow a systematic, step-by-step process

Answer 237

Rational Decision-Making Approach

Question 238

(CH.8) Doubt about a choice that has already been made

Answer 238

Post-decision Dissonance

Question 239

(CH.8) Evidence-Based Management (EBM)

Answer 239

The commitment to identify and utilize the best theory and data available to make decisions

Question 240

(CH.8) Argues that managers use bounded rationality, rules of thumb, suboptimizing, and satisficing in making decisions

Answer 240

Administrative Model of Decision Making

Question 241

(CH.8) Idea that decision makers cannot deal with information about all the aspects and alternatives pertaining to a problem and therefore choose to tackle some meaningful subset of it

Answer 241

Bounded Rationality

Question 242

(Ch.8) Knowingly accepting less than the best possible outcome to avoid unintended negative effects on other aspects of the organization

Answer 242

Suboptimizing

Question 243

(CH.8) Examining alternatives only until a solution that meets minimal requirements is found

Answer 243

Satisficing

Question 244

(CH.8) An informal alliance of individuals or groups formed to achieve a common goal

Answer 244

Coalition

Question 245

(CH.8) An innate belief about something without conscious consideration

Answer 245

Intuition

Question 246

(CH.8) Occurs when a decision maker stays with a decision even when it appears to be wrong

Answer 246

Escalation of Commitment

Question 247

(CH.8) The extent to which a decision maker is willing to gamble in making a decision

Answer 247

Risk Propensity

Question 248

(CH.8) A person’s beliefs about what constitutes right and wrong behavior

Answer 248

Ethics

Question 249

(CH.8) Argues that when people make decisions under a condition of risk they are more motivated to avoid losses than they are to seek gains

Answer 249

Prospect Theory

Question 250

(CH.8) The tendency for a group’s average post-discussion attitudes to be more extreme than its average pre-discussion attitudes

Answer 250

Group Polarization

Question 251

(CH.8) A mode of thinking that occurs when members of a group are deeply involved in a cohesive in-group, and the desire for unanimity offsets their motivation to appraise alternative courses of action

Answer 251

Groupthink

Question 252

(CH.8) A technique used in the idea-generation phase of decision making that assists in development of numerous alternative courses of action

Members present ideas and clarify them with brief explanations

Answer 252

Brainstorming

Question 253

(CH.8) Group members follow a generate–discuss–vote cycle until they reach a decision

Answer 253

Nominal Group Technique

Question 254

(CH.8) A method of systematically gathering judgments of experts for use in developing forecasts

Answer 254

Delphi Technique

Question 255

(CH.8) Other Forces in Decision Making

Answer 255

Political

Intuition

Escalation of Commitment

Risk Propensity

Ethics

Prospect Theory

Question 256

(CH.8) A skill that allows people to see differences between situations, phenomena, or events

Answer 256

Divergent Thinking

Question 257

(CH.8) Usually the first stage in the creative process, includes education and formal training

Answer 257

Preparation

Question 258

(CH.8) The stage of less-intense conscious concentration during which a creative person lets the knowledge and ideas acquired during preparation mature and develop

Answer 258

Incubation

Question 259

(CH.8) The stage in the creative process in which all the scattered thoughts and ideas that were maturing during incubation come together to produce a breakthrough

Answer 259

Insight

Question 260

(CH.8) The final stage of the creative process, the validity or truthfulness of the insight is determined

Answer 260

Verification

Question 261

(CH.9) Amy has been told she needs to improve her active listening skills. Which strategy would help her to do this?

A.) increase the level of background noise to tune out distractions

B.) closely observe the speaker for changes in tone and body language

C.) ask basic yes/no questions to show signs of comprehension

D.) avoid making too much eye contact so the other person isn’t nervous

Answer 261

B.) closely observe the speaker for changes in tone and body language

Question 262

(CH.9) What type of communication occurs when top-level executives in an organization seek feedback from white-collar employees at all levels of the organization?

A.) downward communication

B.) diagonal communication

C.) horizontal communication

D.) upward communication

Answer 262

B.) diagonal communication

Question 263

(CH.9) Which of the following is true about media richness?

A.) The more concrete and specific the message, the higher the level of richness that is needed.

B.) Media that are low in number of cues and language variety are low in richness.

C.) Immediate feedback reduces richness by promoting irrelevant and tangential commenting.

D.) Videoconferencing is a good way to save travel time and expense during negotiations.

Answer 263

B.) Media that are low in number of cues and language variety are low in richness.

Question 264

(CH.9) What term refers to the encoded information of the communication process?

A.) feedback

B.) decoding

C.) message

D.) channel

Answer 264

C.) message

Question 265

(CH.9) Abby has been charged with creating a media strategy with a high level of richness. Currently, her firm uses mainly email and formal written correspondence. Abby’s goals are to increase interactivity and the firm’s ability to communicate multiple cues to customers. Of the following communication media, which could Abby adopt because they are very high in richness?

A.) email and instant messaging

B.) personal written and telephone

C.) videoconferences and face-to-face

D.) telephone and email

Answer 265

C.) videoconferences and face-to-face

Question 266

(CH.9) What is one way to enhance horizontal communication?

A.) Subordinates can engage in daily informal contacts with managers.

B.) Have managers provide regular performance reports and updates.

C.) Online videos, wikis, or blogs can be made available to employees.

D.) CEOs can visit various worksites for face-to-face communication.

Answer 266

C.) Online videos, wikis, or blogs can be made available to employees.

Question 267

(CH.9) Which of the following barriers to communication is an example of selective perception?

A.) A message isn’t decoded the way the sender intended it.

B.) The message is seen and heard based on expectations.

C.) Information is intentionally withheld, ignored, or distorted.

D.) Something blocks, changes, or distorts the message.

Answer 267

B.) The message is seen and heard based on expectations.

Question 268

(CH.9) Relationships with coworkers, bosses, and others we know because of the roles we hold are known as __________.

A.) diagonal ties

B.) formal ties

C.) informal ties

D.) intranets

Answer 268

B.) formal ties

Question 269

(CH.9) Which is a useful email guideline that managers can follow to improve business communications?

A.) Reread emails to check for spelling and grammar before sending them.

B.) Respond to each question in an email in separate responses.

C.) Send group emails regularly to keep people informed.

D.) Write elaborate and descriptive message lines for clarity.

Answer 269

A.) Reread emails to check for spelling and grammar before sending them.

Question 270

(CH.9) Which of the following defines communication?

A.) the transmission of information from one person to another in order to agree on something

B.) the transmission of information between people that creates a shared understanding and feeling

C.) the conversion of information into a message in the form of symbols, pictures, or words

D.) anything that blocks, distorts, or changes a sender’s message

Answer 270

B.) the transmission of information between people that creates a shared understanding and feeling

Question 271

(CH.9) the process of transmitting information from one person to another to create a shared understanding and feeling

Answer 271

Communication

Question 272

(CH.9) Converting a thought, idea, or fact into a message composed of symbols, pictures, or words

Occurs when the message sender converts a thought, idea, or fact into a message composed of symbols, pictures, or words.

Answer 272

Encoding

Question 273

(CH.9) The encoded information

Answer 273

Message

Question 274

(CH.9) The medium used to send the message

Answer 274

Channel

Question 275

(CH.9) Translating the message back into something that can be understood by the receiver

Answer 275

Decoding

Question 276

(CH.9) A check on the success of the communication

Answer 276

Feedback

Question 277

(CH.9) Anything that blocks, distorts, or changes in any way the message the sender intended to communicate

Answer 277

Noise

Question 278

(CH.9) The emphasis given to spoken words and phrases

Answer 278

Verbal Intonation

Question 279

(CH.9) When we selectively interpret what we see based on our interests, expectations, experience, and attitudes rather than on how things really are

Answer 279

Selective Perception

Question 280

(CH.9) How we reduce the amount of information being received to a manageable amount

Answer 280

Filtering

Question 281

(CH.9) Barriers to Communication

Answer 281

Selective Perception

Misperception

Filtering

Information Overload

Organizational Barriers

Cultural Barriers

Noise

Question 282

(CH.9) Occurs when someone receives requested information

Answer 282

Information Pull

Question 283

(CH.9) Occurs when information is received that was not requested

Answer 283

Information Push

Question 284

(CH.9) The exchange of information among two or more individuals or groups in an organization that creates a common basis of understanding and feeling

Answer 284

Organizational Communication

Question 285

(CH.9) Occurs when higher-level employees communicate to those at lower levels in the organization

Answer 285

Downward Communication

Question 286

(CH.9) Occurs when lower-level employees communicate with those at higher levels

Answer 286

Upward Communication

Question 287

(CH.9) Occurs when someone in an organization communicates with others at the same organizational level

Answer 287

Horizontal Communication

Question 288

(CH.9) When employees communicate across departments and levels

Answer 288

Diagonal Communication

Question 289

(CH.10) Which of the following involves an impartial third party who facilitates a discussion using persuasion and logic, establishes each side’s priorities, and suggests a settlement that does not have to be accepted?

A.) mediation

B.) conciliation

C.) arbitration

D.) dictation

Answer 289

A.) mediation

Question 290

(CH.10) Which of the following statements is NOT true about the nature of conflict?

A.) Conflict can increase employee commitment.

B.) Conflict can undermine decision quality.

C.) Conflict must be managed correctly.

D.) Conflict is inherently destructive.

Answer 290

D.) Conflict is inherently destructive.

Question 291

(CH.10) In which form of alternative dispute resolution does the third party have the authority to impose a settlement on the parties?

A.) arbitration

B.) conciliation

C.) mediation

D.) ombudsman

Answer 291

A.) arbitration

Question 292

(CH.10) You disagree with your boss about a decision, and you’re really frustrated. Which of the following strategies would work best to keep this conflict from escalating?

A.) You can focus on the outcomes you want rather than on your boss’s actual position.

B.) You can document your boss’s actions in order to keep a paper trail for future use.

C.) You can avoid talking about the problem because it might lead to angry words.

D.) You can speak separately to other people involved in the conflict to get their support.

Answer 292

A.) You can focus on the outcomes you want rather than on your boss’s actual position.

Question 293

(CH.10) Which conflict management style emphasizes problem solving and pursues an outcome that gives both parties what they want?

A.) compromising

B.) competing

C.) avoiding

D.) collaborating

Answer 293

D.) collaborating

Question 294

(CH.10) Distributive negotiations occur under zero-sum conditions. What does this mean?

A.) Both sides gain equally under the negotiation so that neither loses.

B.) Any gain by one party is offset by an equivalent loss to the other party.

C.) Any gain by one party is offset by an equivalent win for the other party.

D.) Both sides lose equally under the negotiation so that neither wins.

Answer 294

B.) Any gain by one party is offset by an equivalent loss to the other party.

Question 295

(CH.10) When each side sacrifices something in order to end the conflict, this is called __________.

A.) avoiding

B.) competing

C.) compromising

D.) collaborating

Answer 295

C.) compromising

Question 296

(CH.10) When mediating a conflict, what does active listening entail?

A.) revealing information to maintain open communication

B.) taking the person’s side to build a relationship

C.) reading the other person’s facial expressions

D.) asking questions designed to get the correct answer

Answer 296

C.) reading the other person’s facial expressions

Question 297

(CH.10) Research has shown that managers who have good conflict resolution skills __________ than managers who don’t.

A.) get more promotions

B.) get fewer promotions

C.) use anger more effectively

D.) fare no better in the workplace

Answer 297

A.) get more promotions

Question 298

(CH.10) Conflict is most likely to escalate due to __________.

A.) a high degree of task interdependence

B.) differences in people’s values or worldviews

C.) one party involved using aggressive tactics

D.) the uncertainty associated with change

Answer 298

C.) one party involved using aggressive tactics

Question 299

(CH.10) A disagreement or tension
among two or more persons.

Answer 299

Conflict

Question 300

(CH.10) Sources of Conflict:

Answer 300

Task Goals

Process Goals

Interpersonal

Resources

Change

Values

Communication

Task

Interdependence

Organizational

Structure

Question 301

(CH.10) Nine Stages of Conflict Escalation

Answer 301

1 Hardening

2 Debate

3 Action over Words

4 Images and Coalitions

5 Loss of Face

6 Threat as a Strategy

7 Limited Attempts to Overthrow

8 Fragmentation of the Enemy

9 Together into the Abyss

Question 302

(CH.10) A process in which two or more parties
make offers, counteroffers, and concessions
in order to reach an agreement.

Answer 302

Negotiation

Question 303

(CH.10) Any gain to one party is offset by an equivalent loss to the other party

Answer 303

Distributive Negotiation

Question 304

(CH.10) A win–win negotiation in which the agreement involves no loss to either party

Answer 304

Integrative Negotiation

Question 305

(CH.10) The Four Fundamental Principles of Integrative Negotiation

Answer 305

1.) Separate the people from the problem

2.) Focus on interests, not positions

3.) Invent options for mutual gain

4.) Insist on objective fairness criteria

Question 306

(CH.10) A third party builds a positive relationship between the parties and directs them toward a satisfactory settlement [ADR]

Answer 306

Conciliation

Question 307

(CH.10) An impartial third party (the mediator) facilitates a discussion using persuasion and logic, suggesting alternatives, and establishing each side’s priorities [ADR]

Answer 307

Mediation

Question 308

(CH.10) A third party is involved and usually has the authority to impose a settlement on the parties [ADR]

Answer 308

Arbitration

Question 309

(CH.11) Nancy is the administrator at a community nonprofit. She was hired for her expertise in planning and budgeting, but she has experienced conflicts with personnel. Which of the following statements is true about Nancy’s role?

A.) She is a manager.

B.) She is a leader.

C.) She is both a manager and a leader.

D.) She is neither a manager nor a leader.

Answer 309

A.) She is a manager.

Question 310

(CH.11) Which of the following is more closely associated with leadership than with management?

A.) budgeting

B.) motivating

C.) organizing

D.) evaluating

Answer 310

B.) motivating

Question 311

(CH.11) In path–goal theory, which leadership style is best for managing employees who are new to dealing with ambiguous, unstructured tasks?

A.) supportive

B.) directive

C.) participative

D.) achievement-oriented

Answer 311

B.) directive

Question 312

(CH.11) The nature of managerial leadership varies depending on the culture. Which of the following countries experiences a low need for managers to have immediate and precise answers to subordinates’ questions?

A.) Sweden

B.) Italy

C.) Japan

D.) Germany

Answer 312

A.) Sweden

Question 313

(CH.11) Which factor determines the degree to which subordinates should participate in the decision-making process, according to Vroom’s decision tree approach?

A.) the personal characteristics of employees

B.) the manager’s leadership style

C.) the characteristics of the group

D.) the characteristics of the situation

Answer 313

D.) the characteristics of the situation

Question 314

(CH.11) In recent years, there has been a renewed interest in the trait approach to determining leadership characteristics. Which of the following statements is true about this approach?

A.) Leadership can be predicted by factors such as body shape and handwriting style.

B.) Early studies identified being short as a leadership trait.

C.) Women and minorities have been well represented in the trait studies.

D.) Recent studies have identified a limited set of leadership traits, such as emotional intelligence, drive, and charisma are acknowledged leadership traits.

Answer 314

D.) Recent studies have identified a limited set of leadership traits, such as emotional intelligence, drive, and charisma are acknowledged leadership traits.

Question 315

(CH.11) When you complete the Least-Preferred Coworker Scale, whom should you have in mind?

A.) the person with whom you have the least in common

B.) the type of person whom you like the least

C.) the person with whom you can work the least well

D.) the type of person you generally gravitate toward

Answer 315

C.) the person with whom you can work the least well

Question 316

(CH.11) Which of the following questions does Vroom’s decision tree approach purport to answer?

A.) Have I used all the information at hand to make the correct decision?

B.) To what extent should my subordinates be involved in making decisions?

C.) How should I convince my subordinates that the decision I have made is correct?

D.) To what extent should my decisions reflect the best interests of my subordinates?

Answer 316

B.) To what extent should my subordinates be involved in making decisions?

Question 317

(CH.11) Which of the following statements is NOT true of the nature of leadership?

A.) Leaders need to use force and formal authority to be successful.

B.) Leaders use noncoercive influence on the people they work with.

C.) Leaders guide and direct group members to meet goals.

D.) Leadership is defined in terms of both process and property.

Answer 317

A.) Leaders need to use force and formal authority to be successful.

Question 318

(CH.11) Oleg follows Vroom’s decision tree to a terminal node and then discusses an important issue with his subordinates individually, getting their opinions before making a decision. Which style did Oleg use?

A.) delegate

B.) decide

C.) facilitate

D.) consult

Answer 318

D.) consult

Question 319

(CH.11) Two Leadership Compnonents

Answer 319

Process

Property

Question 320

(CH.11) The use of noncoercive influence [Leadership Components]

Answer 320

Process

Question 321

(CH.11) The set of characteristics attributed to
someone who is perceived to use
influence successfully [Leadership Components]

Answer 321

Property

Question 322

(CH.11) A leader’s effectiveness depends on the leader’s personality compared with the situation [Situational Leadership Models]

Answer 322

LPC Theory

Question 323

(CH.11) Focuses on the situation and leader behaviors rather than on fixed traits of the leader [Leaders can readily adapt to different situations]

Answer 323

Path–Goal Theory

Question 324

(CH.11) The degree to which subordinates should be encouraged to participate in decision making depends on the characteristics of the situation

Answer 324

Vroom Decision Tree

Question 325

(CH.11) Five Decision Styles of Vroom Decision Tree:

Answer 325

1. Decide: The manager makes the decision alone and then announces or “sells” it to the group.
2. Delegate: The manager allows the group to define for itself the exact nature and parameters of the
   problem and then develop a solution.
3. Consult (Individually): The manager presents the program to group members individually, obtains their
   suggestions, and then makes the decision.
4. Consult (Group): The manager presents the problem to group members at a meeting, gets their
   suggestions, and then makes the decision.
5. Facilitate: The manager presents the problem to the group at a meeting, defines the problem and its
   boundaries, and then facilitates group member discussion as members make the decision.

Question 326

(CH.12) Leaders who act as “coaches” within an organization are typically most likely to __________.

A.) initiate group conflicts

B.) supervise team members

C.) train group members

D.) oversee day-to-day operations

Answer 326

C.) train group members

Question 327

(CH.12) Charles was a relatively new and inexperienced leader assigned to an experienced workgroup with long-standing performance norms and high group cohesiveness. These factors were so strong that nothing Charles did to change things had much effect. What type of leadership substitute is this?

A.) a leader–member exchange

B.) an in-group/out-group challenge

C.) an organizational roadblock

D.) a leadership neutralizer

Answer 327

D.) a leadership neutralizer

Question 328

(CH.12) According to Hersey and Blanchard, what does appropriate leader behavior depend on?

A.) follower charisma

B.) follower in-group status

C.) follower connection

D.) follower readiness

Answer 328

D.) follower readiness

Question 329

(CH.12) According to Project GLOBE, which of the following is NOT a universal characteristic of strong leaders, regardless of culture or geography?

A.) being immodest

B.) being self-sacrificing

C.) acting diplomatic

D.) ensuring safety

Answer 329

A.) being immodest

Question 330

(CH.12) When a person’s beliefs about a leader change based on the behavior of other people in the situation, this is known as __________.

A.) attribution

B.) charisma

C.) transformation

D.) transaction

Answer 330

A.) attribution

Question 331

(CH.12) Sunriver Homes Corporation has identified a need for strong strategic leadership. As they search for a new CEO, what leadership traits will they seek?

A.) sophisticated knowledge and use of distance technologies

B.) an ability to maintain the company’s traditions

C.) a clear understanding of trends on the horizon

D.) the managerial skill to oversee day-to-day operations

Answer 331

C.) a clear understanding of trends on the horizon

Question 332

(CH.12) Leadership ________ are characteristics that render leadership irrelevant.

A.) neutralizers

B.) traits

C.) substitutes

D.) ethics

Answer 332

C.) substitutes

Question 333

(CH.12) Hareesh’s employees are extremely competent and motivated. If Hareesh follows the Hersey and Blanchard model, then what type of leadership style should he use?

A.) delegating

B.) selling

C.) telling

D.) participating

Answer 333

A.) delegating

Question 334

(CH.12) Sandra just stepped into the role of CEO for a restaurant chain. Sales have been falling, morale is low, and the properties have become rundown. The board of directors hired her because she’s a charismatic leader. Using that style, what steps can she take to turn this organization around?

A.) focus on routine and regimented activities

B.) set moderate expectations so people can have quick successes

C.) engage in a data-driven study about how to increase sales

D.) model self-confidence and show confidence in subordinates

Answer 334

D.) model self-confidence and show confidence in subordinates

Question 335

(CH.12) What is the term for the set of abilities that allows the leader to recognize the need for change, to create a vision to guide that change, and to execute the change effectively?

A.) charismatic leadership

B.) transformational leadership

C.) transactional leadership

D.) autocratic leadership

Answer 335

B.) transformational leadership

Question 336

(CH.12) Stresses the importance of variable relationships between supervisors and each of their subordinates

Answer 336

Leader–Member Exchange Model (LMX) of Leadership

Question 337

(CH.12) Based on the premise that appropriate leader behavior depends on the “readiness” of the leader’s followers (i.e., the subordinate’s degree of motivation, competence, experience, and interest in accepting responsibility)

Answer 337

Hersey and Blanchard Model

Question 338

(CH.12) Characteristics of Transformational Leadership

Answer 338

Recognize need for change

Create a vision to guide the change

Execute change effectively

Question 339

(CH.12) Characteristics of Charismatic Leadership

Answer 339

Envisions

Energizes

Enables

Question 340

(CH.12) Characteristics of Attribution Leadership

Answer 340

When specific behaviors are observed,
one assumes the person has ability or power

Question 341

(CH.12) Individual, task, and organizational characteristics that tend to outweigh the leader’s ability to affect subordinates’ satisfaction and performance

Answer 341

Leadership Substitutes

Question 342

(CH.12) Factors that render ineffective a leader’s attempts to engage in various leadership behaviors

Answer 342

Leadership Neutralizers

Question 343

(CH.12) Project GLOBE Leadership Behaviours

Answer 343

Charismatic / Value – Based

Team Oriented

Participative

Humane

Autonomous

Self Protective

Question 344

(CH.12) Three Emerging Issues in Leadership

Answer 344

Strategic

Ethical

Virtual

Question 345

(CH12.) The capability to understand the complexities
of both the organization and its environment and
to lead change in the organization so as to
achieve and maintain a superior alignment
between the organization and its environment [Issues in Leadership]

Answer 345

Strategic Issue in Leadership

Question 346

(CH.12) The process of leading based on
consistent principles of ethical conduct [Issues in Leadership]

Answer 346

Ethical Issue in Leadership

Question 347

(CH.12) Leadership via various forms
of distance technologies [Issues in Leadership]

Answer 347

Virtual Issue in Leadership

Question 348

(CH.13) A person’s or group’s potential to influence another person’s or group’s behavior

Answer 348

Power

Question 349

(CH.13) Types of Power

Answer 349

Position: Based on position within an organization

Personal: Based on a person’s individual characteristics
(regardless of the job or organization)

Question 350

(CH.13) Based on Position within an Organization [Types of Power]

Answer 350

Position

Question 351

(CH.13) Based on a person’s individual characteristics
(regardless of the job or organization) [Types of Power]

Answer 351

Personal

Question 352

(CH.13) Acquired Need Theory [Need-Based Motivation]

Answer 352

ACHIEVEMENT – accomplish a task, surpass others

AFFILIATION– personal relationships, conflict avoidance

POWER – influence or control others, have authority

Question 353

(CH.13) Types of Position Power

Answer 353

Legitimate

Reward

Coercive

Question 354

(CH.13) Types of Personal Power

Answer 354

Expert

Informational

Referent (Charisma)

Persuasive

Question 355

(CH.13) Using Power: Empowerment
(CH.13) Sharing power

Answer 355

Sharing Power

Authority to make and
implement decisions

Question 356

(CH.13) Conditions That Enhance a Subunit’s Power

Answer 356

Control of Resources

Centrality

Substitutability

Coping with Uncertainty

Question 357

(CH.13) Using power to affect the
behavior of others.

Answer 357

Influence

Question 358

(CH.13) RESPONSES TO INFLUENCE

Answer 358

Commitment

Compliance

Passive Resistance

Active Resistance

Question 359

(CH.13) Role of National Culture Influence Effectiveness

Answer 359

Understand diverse cultures’ values and perspectives so you can best influence appropriately

Question 360

(CH.13) Influence: Persuasion Skills

Answer 360

Ability to get someone to do something because they want to, not because they have to

Question 361

(CH.13) Upward Influence Tactics

Answer 361

Ingratiate

Exchange

Rationality

Assertiveness

Coalition

Upward Appeals

Question 362

(CH.13) Upward Influence Styles

Answer 362

Shotgun

Tactician

Bystander

Ingratiator

Question 363

(CH.13) Social influence attempts directed at those who can provide rewards that will help promote or protect the self-interests of the actor

Answer 363

Organizational Politics

Question 364

(CH.13) Managing Organizational Politics

Answer 364

Communication

Trust

Culture

Question 365

(CH.13) Tactics of Organizational Politics

Answer 365

Controlling information

Controlling lines of communication

Using outside experts

Controlling the agenda

Game playing

Image building

Building coalitions

Controlling decision parameters

Eliminating political rivals

Question 366

(CH.13) The process of portraying a desired image or attitude to control the impression others form of us

Answer 366

Impression Management

Question 367

(CH.13) Having a high concern for how others’ perceive and adjusting accordingly

Answer 367

Self-Monitoring

Question 368

(CH.13) Detecting Impression Management Behaviors

Answer 368

Elevated speaking pitch—speaking at a higher pitch as compared to someone telling the truthFootnote

Speech errors—interspersing words with uh, ah, or um

Speech pauses—allowing greater periods of silence while engaged in a conversation

Negative statements—using words like no, not, can’t, and won’t

Eye shifting—looking away rather than at the person to whom they are speaking

Increased pupil dilation—pupils tend to widen as they would in dim lighting

Blinking—more frequent blinking

Tactile manipulation—fondling or manipulating objects with the hands

Leg fidgeting—leg twitches, foot tapping, and swiveling or rocking when sitting

Less hand gesturing—“speaking” less with the hands and keeping the head relatively still

Question 369

(CH.16) CHANGE MANAGEMENT: Consequences of No Change or Incorrect Change

Answer 369

Lose ability to compete

Cease to exist

Get gobbled up

Question 370

(CH.16) A transformational process of preparing, equipping, and supporting individuals to successfully manage, adapt, and achieve desired organizational change

Answer 370

Change Management

Question 371

(CH.16) Change Management: PAUSE

Answer 371

The time between identifying change needed and change being made

Question 372

(CH.16) Forces of Change

Answer 372

1. People
2. Technology
3. Information Processing / Communication
4. Competition

Question 373

(CH.16) The process of systematically planning, organizing, and implementing change

Answer 373

Transition Management

Question 374

(CH.16) Keys to Successful Change

Answer 374

Communication

Education

Participation

Facilitation

Negotiation