OB Test 2

Question 1

personality

Answer 1

(lecture)The structures and propensities inside a person that explain his or her characteristic patterns of thought, emotion, and behavior.

Enduring characteristics that describe an individual’s behavior.

Question 2

Big 5 Personality model

Answer 2

1) extroversion
2) agreeableness
3) conscientiousness
4) emotional stability
5) openness to experience

Question 3

6 steps of rational decision making

Answer 3

1) Determine appropriate criteria for making decision
2) Generate list of available alternatives
3) Evaluate alternatives against criteria
4) Choose solution that maximizes value
5) Implement solution
6) Does solution deliver expected outcome?

Question 4

terminal vs. instrumental values

Answer 4

terminal - desirable end-states

instrumental - preferable modes of behavior to achieve end-states

Question 5

expectancy theory

Answer 5

1) effort/performance relationship
2) performance/reward relationship
3) rewards/personal goals relationship

Question 6

see chapter 6, slide 6

Answer 6

MEMORIZE THIS THING!!

Question 7

motivation (3 parts)

Answer 7

the processes that account for an individual’s

1) intensity
2) direction
3) persistence of effort

Question 8

McClelland’s theory of needs (3 needs)

Answer 8

1) need for achievement
2) need for power
3) need for affiliation

Question 9

management by objectives (MBO)

Answer 9

participatively setting goals that are tangible, verifiable, and measurable

Question 10

job performance “equation”

Answer 10

P = Motivation + Environment + Ability

Question 11

Job characteristics model (5 dimensions)

Answer 11

1) skill variety
2) task identity - the degree to which a job requires completion of a whole identifiable piece of work
3) task significance - affects the lives or work of other people
4) autonomy
5) feedback

Question 12

to be empowering, an organization must be… (4 things)

Answer 12

1) SINCERE in its empowerment 
efforts
2) COMMITTED to maintaining 
empowerment
3) PATIENT in its efforts
4) PREPARED to increase training

Question 13

punctuated-equilibrium model of groups

Answer 13

not productive, then very productive at half-way point

Question 14

strengths vs. weaknesses of groups

Answer 14

Strengths
-more complete information and knowledge
-increased diversity of views
-acceptance of solution
-more accurate
Weaknesses
-conformity pressures
-dominated by one or few members
-ambiguous responsibility
-slower

Question 15

groupshift

Answer 15

more extreme decisions than an individual would make, either conservative or risky

Question 16

4 things deviant members do

Answer 16

1) social loafers
2) sabotage
3) political members
4) personal aggression

Question 17

work group vs. work team

Answer 17

group - interacts primarily to share information and to make decisions to help each member perform individually
team - individual efforts result in performance greater than the sum of individual inputs

Question 18

costs of teams

Answer 18

• managerial role confusion/frustration
• managerial sense of loss of usefulness
• employee resistance to role changes
• cumbersome and lengthy team development process
• losses due to premature abandonment of process

Question 19

determinants of team cohesiveness

Answer 19

• Interaction: more time = more cohesion
• Shared goals
• Personal attraction to the team
• MODERATE competition with other teams
• Team success
• Unifying leaders

Question 20

see chapter 10, slide 10 and 11

Answer 20

memorize/understand

Question 21

3 purposes of communication

Answer 21

1) achieve coordinated action
2) information sharing
3) express feelings and emotions

Question 22

dialogue vs. discussion

Answer 22

dialogue - Reveals feelings, explores assumptions, suspends convictions, builds common ground
Long-term results, with transformed mind-sets

discussion - states positions, advocates convictions, attempts to convince others, builds oppositions
Short-term results, with unchanged mind-sets

Question 23

rational vs. intuitive decision making

Answer 23

rational- consistent, value-maximizing choices (nonprogrammed/not dealt with before)
intuitive- an unconscious process created out of distilled experience (programmed/dealt with before)

Question 24

2 reasons we form groups

Answer 24

1) self-esteem

2) uncertainty reduction

Question 25

team composition (5 things)

Answer 25

1) Member roles
2) Member abilities
3) Member personality
4) Team diversity
5) Team size

Question 26

4 elements of nonverbal communication

Answer 26

1) facial expressions
2) physical movement
3) body language
4) environment

Question 27

9 keys to effective listening

Answer 27

1) listen actively
2) find areas of interest
3) resist distractions
4) remember: thought is faster than speech
5) be responsive
6) judge content, not delivery
7) hold your fire
8) listen for ideas
9) exercise your mind

Question 28

3 approaches to leadership

Answer 28

1) Trait Approaches - Personal qualities and characteristics differentiate leaders from non-leaders
2) Behavioral Approaches - Personal behaviors differentiate leaders from non-leaders
3) Situational/Contingency Approaches - Leadership depends on the context/situation (such as the followers)