MGMT 560: Review Quiz

Frage 1 von 45

1

What is the order of steps for the Breakthrough Strategy?

Wähle eine der folgenden:

Reframe, use power to educate, build them a golden bridge, step to their side, go to the balcony
Use power to educate, build them a bridge, reframe, step to their side,
Go to the Balcony, user power to educate, reframe, build them a golden bridge, step to their side
Go to the Balcony, Step to their side, reframe, build them a golden bridge, user power to educate

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Frage 2 von 45

1

The common information effect refers to the main determinant of how much a given fact influences a group decision is not the fact itself, but how many people happen to be aware of this fact prior to a group discussion

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 3 von 45

1

What are some threats to team creativity?

Wähle eine oder mehr der folgenden:

Evaluation apprehension and conformity
Devil's Advocate
Production blocking
Multi-tasking
Performance matching

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Frage 4 von 45

1

What all should you include to establish procedural fairness?

Wähle eine oder mehr der folgenden:

Consistency: procedures should be consist for every situation and person
Bias suppression: procedures should not be affected by personal self-interest
Accuracy: procedures should be based on accurate and valid info
Voice: allow those affected to have input in the decision making processes
Informal and Formal Q & A sessions to engage all stakeholders
A team charter?

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Frage 5 von 45

1

What are the types of transactional leadership?

Wähle eine oder mehr der folgenden:

Management by exception: Degree to which leader takes corrective action on the basis of results of leader-follower transactions
Active: Monitor follower behavior, anticipate problems, and take corrective actions before the behavior creates serious difficulties
Passive: Wait until the behavior has created problems before taking action
Set goals and clear expectations
Provides support and recognition
Gets people to look beyond their self-interest.

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Frage 6 von 45

1

What can you do to avoid decision-making pitfalls as a group?

Wähle eine oder mehr der folgenden:

Monitor team size
Copy another successfull teams approach
Use checklist
The risk technique
Appoint a devil's advocate
Set Limits
Avoid tunnel vision
Extend the time frame
Second solution

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Frage 7 von 45

1

The decision-making checklist includes the following:

1. Are the recommenders “in love” with their recommendation?
2. Were dissenting opinions explored within the recommending team?
3. Where did the numbers come from?
4. Are recommenders overly attached to past decisions?
5. If you had to make this decision again in a year, what information would you want, and can you get more of it now?

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 8 von 45

1

If you can read your teammates true emotions even when they are trying to hide them, what are you displaying?

Wähle eine der folgenden:

Transformational leadership
Cognitive Ability
Emotional Intelligence
Transactional leadership
Individual Consideration

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Frage 9 von 45

1

As a leader, trust is built on three things:

Wähle eine oder mehr der folgenden:

The ability to repair trust as fast as possible
Bases of power
Behaviors of the leader
Percieved fairness
Sound moral and ethical principles
All of the above

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Frage 10 von 45

1

What all is included to avoid escalation of commitment to a losing course of action?

Wähle eine oder mehr der folgenden:

SET LIMITS Ideally, a team should determine at the outset what criteria and performance standards justify continued investment in the project or program in question.
AVOID THE BYSTANDER EFFECT: In many situations, especially ambiguous ones, people are not sure how to behave and do nothing because they don't want to appear foolish. This dynamic explains the bystander effect, or the tendency to not take action when others are around.
AVOID TUNNEL VISION: Get several perspectives on the problem. Ask people who are not personally involved in the situation for their appraisal.
RECOGNIZE SUNK COSTS: Probably the most powerful way to avoid escalation of commitment is to simply recognize and accept sunk costs. Sunk costs are resources, such as money and time, previously invested that cannot be recovered. If making the initial decision today, would you make the investment currently under consideration (as a continuing investment), or would you choose another course of action? If the decision is not one that you would choose anew, you might want to start thinking about how to terminate the project and move to the next one.
AVOID BAD MOOD: Unpleasant emotional states are often implicated in poor decision making. Negative affect (such as bad mood, anger, and embarrassment) leads to nonoptimal courses of action—holding out the hope for some highly positive but risky outcome. When people are upset, they tend to choose high-risk, high-payoff options.
EXTERNAL REVIEW: In some cases, it is necessary to remove or replace the original decision makers from deliberations precisely because they are biased. One way to do this is with an external review of departments

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Frage 11 von 45

1

What are the dimensions of transformational leadership?

Wähle eine oder mehr der folgenden:

Charisma or idealized influence:
Inspirational motivation
Intellectual stimulation:
Idealized Influence
Inspirational Motivation
Individual Consideration
Intellectual Stimulation
Contingent Rewards
Informal recognition

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Frage 12 von 45

1

Formal Recognition: refers to an individual and/or group providing contingently informal genuine acknowledgement, approval, and appreciation for work well done

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 13 von 45

1

What is part of the Big Five?

Wähle eine der folgenden:

Conscientiousness, Agreeableness, Neuroticism, Opennes to experience, Extraversion
Completeness, Agreeablenss, Neuroticism, Opneness to experience, Extraversion
Conscientiousness, Agreeableness, Emotional intelligence, Opennes to experience, Extraversion
Conscientiousness, Agreeableness, Emotional intelligence, Opennes to experience, Motivation

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Frage 14 von 45

1

Creating a bonus pool may be created based on the performance of the entire team. The bonus pool can be divided among the individuals who are members of the team based on how well the individuals performed is trying to avoid what?

Wähle eine der folgenden:

Halo Bias
Cutthroat cooperation effect
Faultines
Percieved unfariness

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Frage 15 von 45

1

Level 1 of repairing trust is: Situation or Person. Relative easy, the situation. People subtract the effect of the situation and attribute what remains to the actor. Provide an external excuse and justification.

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 16 von 45

1

What is missing to improve creativity in groups?

Create a functionally diverse team

Empower the team

Make it a competition
Use the anonymous nominal group technique

Wähle eine oder mehr der folgenden:

Establish a team charter
Set high quantity goals
Utilize informal recognition
Team members with lots of weak ties are best

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Frage 17 von 45

1

Informal recognition refers to an individual and/or group providing contingently informal genuine acknowledgement, approval, and appreciation for work well done

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 18 von 45

1

LMX Theory: The leader-member-exchange model (LMX) focuses on the relationships that leaders develop with particular subordinates and what leaders of subordinates offer and receive in such relationships

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 19 von 45

1

What impacts creativity?

Wähle eine oder mehr der folgenden:

Mood
Being in groups
Being hungry
Time

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Frage 20 von 45

1

Halo Effect: It’s when we make an inference about specific traits on the basis of a general impression. It’s a mental short cut as we tend to grasp with relevant and tangible information, like performance. So we take that relevant information and make attributions about other stuff that are more vague or ambiguous. Pretty much a rule of thumb that lets people make guess about things that are hard to assess directly.

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 21 von 45

1

If you are repairing trust at level 3 what should you do?

Wähle eine der folgenden:

Now the issue is whether or not these issues will persist into the future
•Identify, acknowledge, and assume responsibility
•Offer an apology (guilt + regret)
•Voluntarily paying a financial penalty
The most comprehensive way in which trust can be repaired is by affecting the truth of the violation
•Challenge the notion
•Provide tangible evidence
•Provide verbal denials (as long as consistent with the evidence)
Observers subtract the effect of the situation and attribute what remains to the actor
•Provide an external excuse
•Provide a justification

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Frage 22 von 45

1

Skill variety, task identity, task significance, autonomy, feedback are all part of what?

Wähle eine der folgenden:

Job Design
Improving group creativity
Transformational leadership
Ways to avoid groupthink

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Frage 23 von 45

1

Groupthink: A mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when the members’ strivings for unanimity override their motivation to realistically appraise alternative courses of action

Wähle eins der folgenden:

WAHR
FALSCH

Erklärung

Frage 24 von 45

1

Framing bias: The inconsistency is a preference reversal and reveals the framing bias. Almost any decision can be refrained as a gain or a loss relative to something

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 25 von 45

1

Four main principles:
1. Difficult specific goals lead to significantly higher performance than easy goals, no goals, or even the setting of an abstract goal such as urging people to do their best

2. Given goal commitment, the higher the goal the higher the performance

3. Incentives lead to the setting of and commitment to a specific difficult goal

4. Goal setting affects choice, effort, and persistence, but also cognition; people are motivated to discover ways to attain the goal

This describes what?

Wähle eine der folgenden:

Goal Setting
Job Design
Motivating groups
Providing rewards and punishment

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Frage 26 von 45

1

What is the order for organizational change process?

Wähle eine der folgenden:

Enlist, Envisage, Understand, Motive, Communicate, Act, Consolidate
Communicate, Envisage, Understand, Enlist, Motivate, Consolidate, Act
Understand, Enlist, Envisage, Motivate, Communicate, Act, Consolidate
None of the above

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Frage 27 von 45

1

"________________ step is gather and sharing information with key stakeholders to help them understand and align around the problem. This often occurs at a senior, depending on teh challenge". Is what step when going through organizational change?

Wähle eine der folgenden:

Enlist
Understanding
Communicating
Coming up with a vision
None of the above

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Frage 28 von 45

1

When enlisting what/who should you consider?

Wähle eine oder mehr der folgenden:

What is the effect on the stakeholders?
Who is the Sponsor?
Who is the Change Agent?
Who are the key Stakeholders?
Who are the helpers?
Who are the resisters?
None of the above

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Frage 29 von 45

1

What might we expect to see more of in the future? What might we expect to see less of in the future is part of what step in tje organizational change process?

Wähle eine der folgenden:

Motivate
Act
Consolidate
Understand
None of the above

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Frage 30 von 45

1

When Motivating in the organizational change process what all should you do?

Wähle eine oder mehr der folgenden:

Create a sense of urgency
Communicate the vision and strategy to all stakeholders
Share information and communicate honestly
Develop a strategy: "how you'll get there"
Make it personal
All of the above

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Frage 31 von 45

1

Making structures compatible with the vision, aliging practices, policies, systems, providing training for employees, generate and publicize short-term wins, deal with managers who undercut needed change is part of which step for organizational change?

Wähle eine der folgenden:

Consolidate
Communicate
Motivate
Enlist
None of the above

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Frage 32 von 45

1

Consolidating uses increased creadibility to change policies, structures, and systems that don't support the vision, hire, promote and develop employees who can implement the vision, reinvigorate the process with new projects, themes, and change agents

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 33 von 45

1

When teams dwell on info is the commonly known and make decisions that often reflect the common knowledge. The portions of the superior decision alternative are with each different member, which could contradict the groups choice is known as what?

Wähle eine der folgenden:

Threats to team creavitity
Groupthink
Hidden Profile
LMX Theory
None of the above

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Frage 34 von 45

1

When setting up consistency, bias suppression, accuracy and voice what are you establishing?

Wähle eine der folgenden:

Structured team decision-making
Ways to eliminate procedurally fariness
MBE practices
Procedurally fairness
Ways to avoid group decision-making pitfalls

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Frage 35 von 45

1

Which one(s) is the degree to which leader take correction action on the basis of results of leader-follower transactions?

Wähle eine oder mehr der folgenden:

Management by Exception (MBE)
Transactional Leadership
Tranformational Leadership
Individualized Consideration

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Frage 36 von 45

1

What are the types of transactional leadership?

Wähle eine oder mehr der folgenden:

Management by exception (Active)
Management by exception (Passive)
Contingent Reward
Intellectual Stimulation
Inspriational Motivation
All of the above

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Frage 37 von 45

1

Larger teams are more likely to fall prey to groupthink. People grow more intimidated and hesitant as team size increases. Teams with more than 10 members may feel less personal responsibility for team outcomes

Wähle eins der folgenden:

WAHR
FALSCH

Erklärung

Frage 38 von 45

1

Team members are more likely to discuss info that everyone knows, as opposed to unique information that each may have. As a result teams often fail to make decisions supported if all members had full info about the choice, is.....?

Wähle eine der folgenden:

Hidden profile effect
Consequencess of the "common information effect"
Groupthink
Threats to team

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Frage 39 von 45

1

What can you do to avoid decision-making pitfalls as a group?

Wähle eine oder mehr der folgenden:

Monitor team size
Make sure everyone is in a postive mood
Offer Contingent Rewards
The risk technique
Force the team to find a secon solution
Appoint a devil's advocate
Extend the time frame
All of the above

Erklärung

Frage 40 von 45

1

The following best describes The "Risk Technique" to avoid groupthink: "a structured discussion situation designed to reduce group members' fears about making decisions. The goal is to create an atmosphere in which team members can express doubts and raise criticisms without fear of rejection or hostility from the team"

Wähle eins der folgenden:

WAHR
FALSCH

Erklärung

Frage 41 von 45

1

What leads to more risky decision making, add stress and impairs the team's effectiveness to making decisions?

Wähle eine der folgenden:

Groupthink
Pressure of time
Lack of transformational leadership
Lack of contingent rewards

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Frage 42 von 45

1

Discussing in specific terms who is responsible for achieving performance targets or making clear what one can expect to recieve when performance goals are achieved is part of Contingent reward

Wähle eins der folgenden:

WAHR
FALSCH

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Frage 43 von 45

1

Indeed, groups with activated are more likely to form coalitions, experience conflict, and have lower satisfaction and lower group performance than groups with dormant . Fill in the blank

Wähle eine der folgenden:

Faultlines, Fautlines
Conflict, Fautlines
Faultlines, Conflict
Conflict, Conflict
None of the above

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Frage 44 von 45

1

	Erstellt von Jorge Zepeda vor mehr als 9 Jahre

Some, def. not all the info we need to know for the MGMT final, but this should help -Jorge

MGMT 560: Review Quiz

Frage 1 von 45

What is the order of steps for the Breakthrough Strategy?

Wähle eine der folgenden:

Erklärung

Frage 2 von 45

The common information effect refers to the main determinant of how much a given fact influences a group decision is not the fact itself, but how many people happen to be aware of this fact prior to a group discussion

Wähle eins der folgenden:

Erklärung

Frage 3 von 45

What are some threats to team creativity?

Wähle eine oder mehr der folgenden:

Erklärung

Frage 4 von 45

What all should you include to establish procedural fairness?

Wähle eine oder mehr der folgenden:

Erklärung

Frage 5 von 45

What are the types of transactional leadership?

Wähle eine oder mehr der folgenden:

Erklärung

Frage 6 von 45

What can you do to avoid decision-making pitfalls as a group?

Wähle eine oder mehr der folgenden:

Erklärung

Frage 7 von 45

Wähle eins der folgenden:

Erklärung

Frage 8 von 45

If you can read your teammates true emotions even when they are trying to hide them, what are you displaying?

Wähle eine der folgenden:

Erklärung

Frage 9 von 45

As a leader, trust is built on three things:

Wähle eine oder mehr der folgenden:

Erklärung

Frage 10 von 45

What all is included to avoid escalation of commitment to a losing course of action?

Wähle eine oder mehr der folgenden:

Erklärung

Frage 11 von 45

What are the dimensions of transformational leadership?

Wähle eine oder mehr der folgenden:

Erklärung

Frage 12 von 45

Formal Recognition: refers to an individual and/or group providing contingently informal genuine acknowledgement, approval, and appreciation for work well done

Wähle eins der folgenden:

Erklärung

Frage 13 von 45

What is part of the Big Five?

Wähle eine der folgenden:

Erklärung

Frage 14 von 45

Creating a bonus pool may be created based on the performance of the entire team. The bonus pool can be divided among the individuals who are members of the team based on how well the individuals performed is trying to avoid what?

Wähle eine der folgenden:

Erklärung

Frage 15 von 45

Level 1 of repairing trust is: Situation or Person. Relative easy, the situation. People subtract the effect of the situation and attribute what remains to the actor. Provide an external excuse and justification.

Wähle eins der folgenden:

Erklärung

Frage 16 von 45

What is missing to improve creativity in groups? Create a functionally diverse team Empower the team Make it a competition Use the anonymous nominal group technique

Wähle eine oder mehr der folgenden:

Erklärung

Frage 17 von 45

Informal recognition refers to an individual and/or group providing contingently informal genuine acknowledgement, approval, and appreciation for work well done

Wähle eins der folgenden:

Erklärung

Frage 18 von 45

LMX Theory: The leader-member-exchange model (LMX) focuses on the relationships that leaders develop with particular subordinates and what leaders of subordinates offer and receive in such relationships

Wähle eins der folgenden:

Erklärung

Frage 19 von 45

What impacts creativity?

Wähle eine oder mehr der folgenden:

Erklärung

Frage 20 von 45

Wähle eins der folgenden:

Erklärung

What is missing to improve creativity in groups?

Create a functionally diverse team

Empower the team

Make it a competition
Use the anonymous nominal group technique