Practice exam and extra terms Flashcards
Being able to illustrate sound practices is important but it should never replace ______ with regard to evidence-based management (EBM).
a. Valid research methods
b. Old theories
c. Critical thinking
d. Scientific management
a. Valid research methods
The personality test most often administered to the nonpsychiatric populations is ______.
a. Big 5
b. Myers-Briggs type indicator (MBTI)
c. Type ABCD theory
d. Psychological capital
b. Myers-Briggs type indicator (MBTI)
Ch. 4. Research on leadership shows that having higher-quality work relationships with followers relates to ______.
a. Decreased job satisfaction
b. Increased organizational commitment
c. Decreased empowerment
d. Increased diversity
b. Increased organizational commitment
Ch. 5. Which of the following is defined as inflated assurance in how accurate a person’s knowledge or estimates are?
a. Hindsight bias
b. Escalation of commitment
c. Overconfidence bias
d. I-knew-it-all-along effect
c. Overconfidence bias
Ch. 6. Carmela resents authority. Her reaction to authority efforts would be described as ______.
a. Codependent
b. Counterdependent
c. Dependent
d. Interdependent
b. Counterdependent
Ch. 7. Claire’s boss attempts to influence her by providing relevant resources and assistance. Her boss is using which influence tactics?
a. Collaboration
b. Legitimating tactics
c. Consultation
d. Rational persuasion
a. Collaboration
Rational persuasion
Leaders use logical arguments and factual evidence to show that a request is feasible and relevant to reaching important objectives.
or
Providing evidence such as data, statistics, and reports that justify the need and relevance of a request.
Ch. 8. Which of the following forms of organizational justice is the perceived fairness of how rewards are allocated?
a. Procedural justice
b. Interpersonal justice
c. Distributive justice
d. Informational justice
c. Distributive justice
Ch. 9. Which of the following is when the input from a number of sources is included to provide a more comprehensive review of an employee’s performance?
a. 180-degree performance appraisal
b. 360-degree performance appraisal
c. Self-rating performance appraisal
d. Supervisory performance appraisal
b. 360-degree performance appraisal
180-degree performance appraisal
A form of performance review that takes two points of evaluation into account — namely, the manager’s evaluation and the employee’s self-evaluation.
360-degree performance appraisal
When employers evaluate employee performance from as many sources as possible instead of only one-on-one feedback from a direct manager.
Supervisory performance appraisal
The employee reviews the supervisor.
(Not sure this is correct, it was hard to google.)
Ch. 10. According to Lanfred (2004), high trust in self-managing teams can decrease performance because
a. Trust increases social cohesion in teams
b. Trust decreases the degree to which team members monitor each other
c. Trust decreases attention to task goals and increases attention to social goals
d. Trust increases job satisfaction which decreases work motivation
b. Trust decreases the degree to which team members monitor each other
Ch. 11. Frances has a compromising conflict-handling style. All of the following are true of her style except ______.
a. She has a moderate level of concern for herself and a moderate level of concern for others.
b. It is appropriate when both parties have strongly opposing views and there is little hope of an integrative solution.
c. Both parties are completely satisfied with the outcome.
d. It may be the only possible approach when both parties have equivalent influence in the organization.
c. Both parties are completely satisfied with the outcome.
Ch. 12. Which of the following refers to casual conversations or reports about other people, typically involving details not confirmed as being true?
a. External communication
b. Communication apprehension
c. Noise
d. Gossip
d. Gossip
External communication
Exchanging information between a company and external entities such as customers, suppliers, investors, media, and the general public
Communication apprehension
An individual’s fear or anxiety associated with either real or anticipated communication with another person or persons.
Ch. 13. Which of the following is one of the nine GLOBE cultural dimensions?
a. Individualism
b. Past orientation
c. Power distance
d. Gender neutrality
c. Power distance
What are the nine cultural dimensions of GLOBE?
- Assertiveness
- Future orientation
- Gender egalitarianism
- Humane orientation
- Institutional collectivism
- In-group collectivism
- Performance orientation
- Power distance
- Uncertainty avoidance
Ch. 14. The organizational culture norm of how widely shared norms are held across people in the organization is known as ______.
a. The content
b. The consensus
c. The intensity
d. The artifact
b. The consensus
Ch. 15. The last step in a force field analysis of the forces for and against an organizational change should be …..
a. Make an action plan
b. Define the problem
c. List forces working for and against the desired changes
d. Rate the strength of each force
a. Make an action plan
What are the steps of a force field analysis of the forces for and against an organizational change?
- Define the problem and describe proposal for change.
- Identify forces for change.
- List forces working for and against the desired change.
- Rate the strength of each force.
- Make an action plan.
Ch 4. Describe psychological empowerment and how it relates to job performance.
Psychological empowerment refers to “intrinsic task motivation manifested in a set of four cognitions reflecting an individual’s orientation to his or her work role: competence, impact, meaning, and self-determination.”
Research has shown that psychological empowerment is positively related to managerial effectiveness, innovation, and organizational commitment. Empowerment is related to lower stress as well.
Ch. 15. Compare and contrast the four subsystems for organizational change.
Planned organizational change involves four organizational subsystems:
- Formal organization. This provides the coordination and control necessary for organized activity; examples are formal structures and reward systems.
- Social factors. These factors include individual differences, team interactions, and the organizational culture.
- Technology. This is how raw materials and inputs transform into outputs, such as work flow design and job design.
- Physical setting. These are the characteristics of the physical space and how it is arranged.
