Unit 4 Flashcards

1
Q

Ways and means to encourage all personnel

a. planning
b. organizing
c. directing
d. supervising

A

c. directing

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2
Q

to accomplish all assignments and goals in the most efficient manner

a. planning
b. organizing
c. directing
d. supervising

A

c. directing

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3
Q

Overseeing the work of subordinates by their superiors

a. planning
b. organizing
c. directing
d. supervising

A

d. supervising

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4
Q

act of watching & directing work and workers

a. planning
b. organizing
c. directing
d. supervising

A

d. supervising

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5
Q

T/F: Supervision must be written, comprehensive, current, clearly stated and reinforced by discussion and example

A

False; direction

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6
Q

entails responsibility in assuming that policies and procedures are followed

a. staffing
b. supervision
c. coordination
d. coordination

A

b. supervision

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7
Q

wide

a. directing
b. supervising

A

a. directing

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8
Q

narrow

a. directing
b. supervising

A

b. supervising

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9
Q

it includes motivation, communication, supervision, training & leadership

a. directing
b. supervising

A

a. directing

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10
Q

T/F: In supervising, direction is generally at top level

A

False; in directing

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11
Q

T/F: Generally, direction is related to supervision which is the intermediate link between the workers and management

A

True

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12
Q

Formulates policies and takes important decision

a. directing
b. supervising

A

a. directing

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13
Q

financial and non-financial incentives

a. directing
b. supervising

A

a. directing

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14
Q

Leads the efforts of medium and lower level executives

a. directing
b. supervising

A

a. directing

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15
Q

It is only one of the elements of direction

a. directing
b. supervising

A

b. supervising

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16
Q

It is restricted to the lower level management

a. directing
b. supervising

A

b. supervising

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17
Q

He has to deal, guide and lead workers directly under his commands

a. directing
b. supervising

A

b. supervising

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18
Q

____________ at lower level only for implementation

a. directing
b. supervising

A

b. supervising

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19
Q

It cannot provide incentives but it can only recommend rewards in special case

a. directing
b. supervising

A

b. supervising

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20
Q

Efforts of employee under his commands

a. directing
b. supervising

A

b. supervising

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21
Q

Level 5 leadership:
Level 1

a. individual
b. team member
c. manager
d. leader
e. executive

A

a. individual

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22
Q

Level 5 leadership:
Level 2

a. individual
b. team member
c. manager
d. leader
e. executive

A

b. team member

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23
Q

Level 5 leadership:
Level 3

a. individual
b. team member
c. manager
d. leader
e. executive

A

c. manager

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24
Q

Level 5 leadership:
Level 4

a. individual
b. team member
c. manager
d. leader
e. executive

A

d. leader

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25
Q

Level 5 Leadership:
Level 5

a. individual
b. team member
c. manager
d. leader
e. executive

A

e. executive

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26
Q

Level 5 Leadership:
capable; contributes talent, skills, and knowledge

a. individual
b. team member
c. manager
d. leader
e. executive

A

a. individual

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27
Q

Level 5 Leadership:
contributing; contributes individually, works well in a group

a. individual
b. team member
c. manager
d. leader
e. executive

A

b. team member

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28
Q

Level 5 Leadership:
competent, manages team members and assets to reach set objectives

a. individual
b. team member
c. manager
d. leader
e. executive

A

c. manager

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29
Q

Level 5 Leadership:
effective; stimulates high standards, champion dedication to vision

a. individual
b. team member
c. manager
d. leader
e. executive

A

d. leader

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30
Q

Level 5 Leadership:
builds excellence through dedication and humility

a. individual
b. team member
c. manager
d. leader
e. executive

A

e. executive

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31
Q

In organizations, a ________ leader transcends self-interest to serve others, the organization, and society.

a. servant
b. authentic
c. interactive
d. charismatic
e. transformational
f. transactional

A

a. servant

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32
Q

Servant leaders operate on two levels, which are:

a. for acting consistently with higher-order ethical values
b. for the fulfillment of their subordinates’ goals and needs
c. for inspiring and motivating people to do more than they would normally do
d. for the realization of the larger purpose or mission of their organization

A

b. for the fulfillment of their subordinates’ goals and needs

d. for the realization of the larger purpose or mission of their organization

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33
Q

give things away—power, ideas, information, recognition, credit for accomplishments, even money

a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader

A

a. servant leader

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34
Q

refers to individuals who know and understand themselves, who espouse and act consistent with higher-order ethical values, and who empower and inspire others with their openness and authenticity

a. servant leadership
b. authentic leadership
c. interactive leadership
d. charismatic leadership
e. transformational leadership
f. transactional leader

A

b. authentic leadership

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35
Q

To be authentic means being ______, staying true to one’s values and beliefs, and acting based on one’s true self rather than emulating what others do.

A

real

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36
Q

inspire trust and commitment because they respect diverse viewpoints, encourage collaboration, and help others learn, grow, and develop as leaders

a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader

A

b. authentic leader

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37
Q

means that the leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority

a. servant leadership
b. authentic leadership
c. interactive leadership
d. charismatic leadership
e. transformational leadership
f. transactional leader

A

c. interactive leadership

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38
Q

characterized by values such as inclusion, collaboration, relationship building, and caring

a. servant leadership
b. authentic leadership
c. interactive leadership
d. charismatic leadership
e. transformational leadership
f. transactional leader

A

c. interactive leadership

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39
Q

T/F:
Although transformational leadership is associated with women’s style of leading, both men and women can be effective transformational leaders.

A

false
(interactive - more assoc. with women; both men and women can be interactive leaders)

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40
Q

a fire that ignites followers’ energy and commitment, producing results above and beyond the call of duty

a. service
b. authenticity
c. interactivity
d. charisma
e. transformation
f. transaction

A

d. charisma

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41
Q

has the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice

a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader

A

d. charismatic leader

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42
Q

Followers are willing to put aside their own interests for the sake of the team, department, or organization.

a. servant leadership
b. authentic leadership
c. interactive leadership
d. charismatic leadership
e. transformational leadership
f. transactional leader

A

d. charismatic leadership

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43
Q

The following are where the impact of charismatic leaders normally comes from, EXCEPT:

a. stating a lofty vision of an imagined future that employees identify with,
b. displaying an ability to understand and empathize with followers
c. empowering and trusting subordinates to accomplish results
d. cultivating open communication to ensure authenticity within the team

A

d. cultivating open communication to ensure authenticity within the team

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44
Q

T/F:
Charismatic leaders tend to be more predictable because they create an atmosphere of change, and they may be obsessed by visionary ideas that excite, stimulate, and drive other people to work hard.

A

false
(charismatic leaders: less predictable)

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45
Q

similar to charismatic leaders, but they are distinguished by their special ability to bring about innovation and change by recognizing followers’ needs and concerns, providing meaning, challenging people to look at old problems in new ways, and acting as role models for the new values and behaviors

a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader

A

e. transformational leader

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46
Q

inspire followers not just to believe in the leader personally, but to believe in their own potential to imagine and create a better future for the organization

a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader

A

e. transformational leader

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47
Q

create significant change in both followers and the organization

a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader

A

e. transformational leader

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48
Q

have the ability to lead changes in the organization’s mission, strategy, structure, and culture, as well as to promote innovation in products and technologies

a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader

A

e. transformational leader

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49
Q

do not rely solely on tangible rules and incentives to control specific transactions with followers

a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader

A

e. transformational leader

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50
Q

focus on intangible qualities, such as vision, shared values, and ideas, to build relationships, give larger meaning to diverse activities, and find common ground to enlist followers in the change process

a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader

A

e. transformational leader

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51
Q

clarify the role and task requirements of subordinates, initiate structure, provide appropriate rewards, and try to be considerate and meet the social needs of their subordinates

a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader

A

f. transactional leader

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52
Q

T/F:
The servant leader’s ability to satisfy subordinates may improve productivity.

A

false
(transactional leader)

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53
Q

excel at management functions, are hardworking, tolerant, fair-minded, and take pride in keeping things running smoothly and
efficiently

a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader

A

f. transactional leader

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54
Q

often stress the impersonal aspects of performance, such as plans, schedules, and budgets

a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader

A

f. transactional leader

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55
Q

have a sense of commitment to the organization and conform to organizational norms and values

a. servant leader
b. authentic leader
c. interactive leader
d. charismatic leader
e. transformational leader
f. transactional leader

A

f. transactional leader

56
Q

T/F:
Transactional leadership is important to all organizations, but leading change requires a different approach.

A

true

57
Q

A leader who centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation

a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)

A

a. autocratic style of leadership

58
Q

Strength:
One person authority, and the decisions will be quick and similar, this in turn can project an image of a confident, well managed business.

a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)

A

a. autocratic style of leadership

59
Q

Weakness:
Subordinates may become dependent upon the leaders and supervision may be needed.

a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)

A

a. autocratic style of leadership

60
Q

Weakness:
This style can decrease motivation and increase staff turnover

a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)

A

a. autocratic style of leadership

61
Q

A leader who involves employees in decision making, delegates authority, encourages participation in deciding work methods and goals, and uses feedback to coach employees

a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)

A

b. democratic style of leadership

62
Q

Strength:
This style can be particularly useful when complex decisions need to be made that require a range of specialist skills.

a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)

A

b. democratic style of leadership

63
Q

Strength:
From the overall business’ point of view, job satisfaction and quality of work will improve.

a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)

A

b. democratic style of leadership

64
Q

Weakness:
The decision-making process is severely slowed down, and the need of a consensus may avoid taking the ‘best’ decision for the business.

a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)

A

b. democratic style of leadership

65
Q

The leader delegates much authority to employees.

a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)

A

c. laissez-faire (free-rein)

66
Q

The leader’s role is peripheral and staff manage their own areas of the business.

a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)

A

c. laissez-faire (free-rein)

67
Q

Strength:
The style brings out the best in highly professional and creative groups of employees.

a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)

A

c. laissez-faire (free-rein)

68
Q

Weakness:
The leader therefore evades the duties of management and uncoordinated delegation occurs.

a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)

A

c. laissez-faire (free-rein)

69
Q

Weakness:
This leads to a lack of staff focus and sense of direction, which in turn leads to much dissatisfaction, and a poor company image.

a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)

A

c. laissez-faire (free-rein)

70
Q

To formulate and document policies and procedures that are constantly current and relevant effective pursuit of laboratory goals.

a. leadership responsibility
b. laboratory method

A

a. leadership responsibility

71
Q

To effectively communicate these plans to all personnel

a. leadership responsibility
b. laboratory method

A

a. leadership responsibility

72
Q

To provide efficient means for assuring compliance with policies and procedures

a. leadership responsibility
b. laboratory method

A

a. leadership responsibility

73
Q

To encourage free flow and exchange of ideas through all levels of the organization

a. leadership responsibility
b. laboratory method

A

a. leadership responsibility

74
Q

To assure an awareness by all personnel of current trends and practices in the delivery of hospital laboratory services

a. leadership responsibility
b. laboratory method

A

a. leadership responsibility

75
Q

To develop and maintain effective relations with the medical staff and hospital administration for assuring an open exchange of the needs and concerns of all parties

a. leadership responsibility
b. laboratory method

A

a. leadership responsibility

76
Q

To develop and constantly update all laboratory procedures and policies by preparation of appropriate manual

a. leadership responsibility
b. laboratory method

A

b. laboratory method

77
Q

To schedule and conduct periodic meetings with the staff for discussion and review of policies and procedures

a. leadership responsibility
b. laboratory method

A

b. laboratory method

78
Q

To delegate the responsibility for efficiently monitoring compliance with policies and procedures

a. leadership responsibility
b. laboratory method

A

b. laboratory method

79
Q

To conduct periodic meeting with the laboratory staff to encourage innovative thinking and improvement in services

a. leadership responsibility
b. laboratory method

A

b. laboratory method

80
Q

To fully support and generously budget for a meaningful laboratory continuing program

a. leadership responsibility
b. laboratory method

A

b. laboratory method

81
Q

To assure awareness of the laboratory mission by requiring that appropriate personnel attend all hospital and medical staff meeting that call for laboratory representation

a. leadership responsibility
b. laboratory method

A

b. laboratory method

82
Q

Leaders are concern for the feelings, needs, personal interest, problems, and well-being of followers

a. concern for people
b. concern for production

A

a. concern for people

83
Q

Leaders are concerned about the activities designed to accomplish group goals such as organizational tasks, assigning responsibilities and establishing performance standards

a. concern for people
b. concern for production

A

b. concern for production

84
Q

Thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo

a. country club management (1,9)
b. team management (9,9)
c. middle-of-the-road management (5,5)
d. impoverished management (1,1)
e. authority-compliance (9,1)

A

a. country club management (1,9)

85
Q

Work accomplishment is from committed people; interdependence through a “common stake” in organization purpose leads to relationships of trust and respect

a. country club management (1,9)
b. team management (9,9)
c. middle-of-the-road management (5,5)
d. impoverished management (1,1)
e. authority-compliance (9,1)

A

b. team management (9,9)

86
Q

adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level

a. country club management (1,9)
b. team management (9,9)
c. middle-of-the-road management (5,5)
d. impoverished management (1,1)
e. authority-compliance (9,1)

A

c. middle-of-the-road management (5,5)

87
Q

exertion of minimum effort to get required work done is appropriate to sustain organization membership

a. country club management (1,9)
b. team management (9,9)
c. middle-of-the-road management (5,5)
d. impoverished management (1,1)
e. authority-compliance (9,1)

A

d. impoverished management (1,1)

88
Q

efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree

a. country club management (1,9)
b. team management (9,9)
c. middle-of-the-road management (5,5)
d. impoverished management (1,1)
e. authority-compliance (9,1)

A

e. authority-compliance (9,1)

89
Q

focus on the organization

a. manager
b. leader

A

a. manager

90
Q

rational

a. manager
b. leader

A

a. manager

91
Q

maintains stability

a. manager
b. leader

A

a. manager

92
Q

assigns tasks

a. manager
b. leader

A

a. manager

93
Q

organizes

a. manager
b. leader

A

a. manager

94
Q

analyzes

a. manager
b. leader

A

a. manager

95
Q

position power

a. manager
b. leader

A

a. manager

96
Q

focus on people

a. manager
b. leader

A

b. leader

97
Q

visionary

a. manager
b. leader

A

b. leader

98
Q

promotes change

a. manager
b. leader

A

b. leader

99
Q

defines purpose

a. manager
b. leader

A

b. leader

100
Q

nurtures

a. manager
b. leader

A

b. leader

101
Q

innovates

a. manager
b. leader

A

b. leader

102
Q

personal power

a. manager
b. leader

A

b. leader

103
Q

T/F:
A virtual team can be local, national, or global, with members coming from one firm or many.

A

true

104
Q

a group made up of geographically or organizationally dispersed members who are linked primarily through advanced information and telecommunications technologies

A

virtual team

105
Q

is a period of orientation and getting acquainted

a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage

A

a. the forming stage

106
Q

members break the ice and test one another for friendship possibilities and task orientation

a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage

A

a. the forming stage

107
Q

uncertainty is high during this stage, and members usually accept what- ever power or authority is offered by either formal or informal leaders

a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage

A

a. the forming stage

108
Q

the stage where individual personalities emerge

a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage

A

b. the storming stage

109
Q

people become more assertive in clarifying their roles and what is expected of them

a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage

A

b. the storming stage

110
Q

this stage is marked by conflict and disagreement

a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage

A

b. the storming stage

111
Q

people may disagree over their perceptions of the team’s
goals or how to achieve them

a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage

A

b. the storming stage

112
Q

members may jockey for position, and coalitions or subgroups based on common interests may form

a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage

A

b. the storming stage

113
Q

conflict is resolved and team harmony and unity emerge

a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage

A

c. the norming stage

114
Q

consensus develops on who has the power, who the leaders are, and what the various members’ roles are

a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage

A

c. the norming stage

115
Q

members come to accept and understand one another

a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage

A

c. the norming stage

116
Q

differences are resolved, and members develop a sense of
team cohesion

a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage

A

c. the norming stage

117
Q

The team leader should emphasize unity within the team and help to clarify team norms and values

a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage

A

c. the norming stage

118
Q

the major emphasis is on problem solving and accomplishing the assigned tasks

a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage

A

d. the performing stage

119
Q

members are committed to the team’s mission

a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage

A

d. the performing stage

120
Q

they are coordinated with one another and handle disagreements in a mature way

a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage

A

d. the performing stage

121
Q

they confront and resolve problems in the interest of task accomplishment

a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage

A

d. the performing stage

122
Q

they interact frequently and direct their discussions and influence toward achieving team goals

a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage

A

d. the performing stage

123
Q

occurs in committees and teams that have a limited task to perform and are disbanded afterward

a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage

A

e. the adjourning stage

124
Q

during this stage, the emphasis is on wrapping up and gearing down

a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage

A

e. the adjourning stage

125
Q

task performance is no longer a top priority

a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage

A

e. the adjourning stage

126
Q

members may feel heightened emotionality, strong cohesiveness, and depression or regret over the team’s disbanding

a. the forming stage
b. the storming stage
c. the norming stage
d. the performing stage
e. the adjourning stage

A

e. the adjourning stage

127
Q

reflects assertiveness to get one’s own way and should be used when quick, decisive action is vital on important issues or unpopular actions, such as during emergencies or urgent cost cutting requirements

a. the dominating style (my way)
b. the compromising style (halfway)
c. the accommodating style (your way)
d. the collaborating style (our way)
e. the avoiding style (no way)

A

a. the dominating style (my way)

128
Q

reflects a moderate amount of both assertiveness and cooperativeness

a. the dominating style (my way)
b. the compromising style (halfway)
c. the accommodating style (your way)
d. the collaborating style (our way)
e. the avoiding style (no way)

A

b. the compromising style (halfway)

129
Q

appropriate when the goals on both sides are equally important, when opponents have equal power and both sides want to split the difference, or when people need to arrive at temporary or expedient solutions under time pressure

a. the dominating style (my way)
b. the compromising style (halfway)
c. the accommodating style (your way)
d. the collaborating style (our way)
e. the avoiding style (no way)

A

b. the compromising style (halfway)

130
Q

reflects a high degree of cooperativeness, which works best when people realize that they are wrong, when an issue is more important to others than to oneself, when building social credits for use in later discussions, and when maintaining harmony is especially important

a. the dominating style (my way)
b. the compromising style (halfway)
c. the accommodating style (your way)
d. the collaborating style (our way)
e. the avoiding style (no way)

A

c. the accommodating style (your way)

131
Q

reflects a high degree of both assertiveness and cooperativeness

a. the dominating style (my way)
b. the compromising style (halfway)
c. the accommodating style (your way)
d. the collaborating style (our way)
e. the avoiding style (no way)

A

d. the collaborating style (our way)

132
Q

enables both parties to win, although it may require substantial bargaining and negotiation

a. the dominating style (my way)
b. the compromising style (halfway)
c. the accommodating style (your way)
d. the collaborating style (our way)
e. the avoiding style (no way)

A

d. the collaborating style (our way)

133
Q

important when both sets of concerns are too important to be compromised, when insights from different people need to be merged into an overall solution, and when the commitment of both sides is needed for a consensus

a. the dominating style (my way)
b. the compromising style (halfway)
c. the accommodating style (your way)
d. the collaborating style (our way)
e. the avoiding style (no way)

A

d. the collaborating style (our way)

134
Q

reflects neither assertiveness nor cooperativeness

a. the dominating style (my way)
b. the compromising style (halfway)
c. the accommodating style (your way)
d. the collaborating style (our way)
e. the avoiding style (no way)

A

e. the avoiding style (no way)

135
Q

appropriate when an issue is trivial, when there is no chance of winning, when a delay to gather more information is needed, or when a disruption would be costly

a. the dominating style (my way)
b. the compromising style (halfway)
c. the accommodating style (your way)
d. the collaborating style (our way)
e. the avoiding style (no way)

A

e. the avoiding style (no way)