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MGT 370 Exam 3 Henderson SFASU

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Chapter 11 is complete now. Chapters 12 through 15 will be coming in the following days. Please ignore any typos you will see. This has taken hours to do.
Amanda MItchell
Quiz by Amanda MItchell, updated more than 1 year ago
Amanda MItchell
Created by Amanda MItchell about 8 years ago
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Resource summary

Question 1

Question
______________ is the ability to influence people toward the attainment of organizational goals.
Answer
  • Power
  • Influence
  • Attitude
  • Leadership

Question 2

Question
[blank_start]Humility[blank_end] means being unpretentious and modest rather than arrogant and prideful.
Answer
  • Humility

Question 3

Question
[blank_start]Influence[blank_end] means that the relationship among people is not passive.
Answer
  • Influence

Question 4

Question
[blank_start]Level 5 leadership[blank_end] refers to the highest level in a hierarchy of manager capabilities.
Answer
  • Level 5 leadership

Question 5

Question
Contributing talent, skills, & knowledge is which level on the Level 5 Hierarchy?
Answer
  • Level 1- Individual (Capable)
  • Level 2- Team Member (Contributing)
  • Level 3- Manager (Competent)
  • Level 4- Leader (Effective)
  • Level 5- Executive

Question 6

Question
Contributing individually and works well in groups is which level on the Level 5 Hierarchy?
Answer
  • Level 1- Individual (Capable)
  • Level 2- Team Member (Contributing)
  • Level 3- Manager (Competent)
  • Level 4- Leader (Effective)
  • Level 5- Executive

Question 7

Question
Managing team members and assets to reach set objectives is which level on the Level 5 Hierarchy?
Answer
  • Level 1- Individual (Capable
  • Level 2- Team Member (Contributing)
  • Level 3- Manager (Competent)
  • Level 4- Leader (Effective)
  • Level 5- Executive

Question 8

Question
Stimulating high standards and championing dedication to vision is which level on the Level 5 Hierarchy?
Answer
  • Level 1- Individual (Capable)
  • Level 2- Team Member (Contibuting)
  • Level 3- Manager (Competent)
  • Level 4- Leader (Effective)
  • Level 5- Executive

Question 9

Question
Builds excellence through dedication and humility is which level on the Level 5 Hierarchy?
Answer
  • Level 1- Individual (Capable)
  • Level 2- Team Member (Contributing)
  • Level 3- Manager (Competent)
  • Level 4- Leader (Effective)
  • Level 5- Executive

Question 10

Question
Select all of the characteristics of a Level 5 Leader from the list below.
Answer
  • Often seem shy and self-effacing
  • Accept responsibility for mistakes
  • Give credit for successes to other people
  • Build organizations based on solid values
  • Blame failures on others
  • Are arrogant and have strong egos

Question 11

Question
A [blank_start]servent leader[blank_end] transcends self-interest to serve others, the organization, and society.
Answer
  • servent leader

Question 12

Question
Why has the concept of servant leadership gained renewed interest in recent years?
Answer
  • Companies are trying to recover from ethical scandals and compete to retain the best human capital
  • Companies are trying to hide past mistakes by trading their best human talent
  • Companies are assuming that their best work is moving very quickly.
  • Companies are managing tasks and themselves instead of people

Question 13

Question
What are the levels on which servant leaders operate?
Answer
  • Fullfillment of their subordinates goals and needs and for the purpose or mission of their organization
  • Fulfillment of their subordinates goals and needs
  • for the purpose or mission of their organization
  • To gain credit for accomplishments
  • To gain credit for accomplishments and for the purpose or mission of their organization

Question 14

Question
An [blank_start]Authentic Leader[blank_end] is an individual who knows how to understand themselves, who espouse and act consistent with higher-order ethical values and who empowerrs and inspires others.
Answer
  • Authentic Leader

Question 15

Question
Select each of the key characteristics of an authentic leader.
Answer
  • Authentic leaders pursue their purpose with passion
  • Authentic leaders practice solid values
  • Authentic leaders establish connected relationships
  • Authentic leaders Demonstrate self-discipline
  • Authentic leaders look out for themselves
  • Authentic leaders Place themselves on a pedestal
  • Authentic leaders expect to be feared
  • Authentic leaders lead with their hearts as well as their heads

Question 16

Question
[blank_start]Interactive Leadership[blank_end] means that the leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority.
Answer
  • Interactive Leadership

Question 17

Question
Whose leadership style is more suited to today's organization?
Answer
  • Men
  • Women

Question 18

Question
Who does it better? Develops Others
Answer
  • Men
  • Women
  • Men and Women equally

Question 19

Question
Who does it better? Drives for results
Answer
  • Men
  • Women
  • Men and Women equally

Question 20

Question
Who does it better? Inspires and Motivates Others
Answer
  • Men
  • Women
  • Men and Women equally

Question 21

Question
Who does it better? Innovates
Answer
  • Men
  • Women
  • Men and Women Equally

Question 22

Question
Who does it better? Builds Relationships
Answer
  • Men
  • Women
  • Men and Women Equally

Question 23

Question
Who does it better? Technical or Prefessional Expertise
Answer
  • Men
  • Women
  • Men and Women Equally

Question 24

Question
A good way to think of the distinction between management and leadership is that [blank_start]management[blank_end] organizes the production and supply of fish to people whereas [blank_start]leadership[blank_end] teaches and motivates people to fish.
Answer
  • management
  • leadership

Question 25

Question
Eric Schmidt's leadership principles can be summarized by which of the following precepts?
Answer
  • Get to know your employees
  • Create new ways to reward and promote high performers
  • Get to know your customers
  • Let employees own the problems that you want them to solve
  • Allow people to function outsided the hierarchy
  • Have employees' performance reviewed by someone whom they respect for their objectivity
  • Allow other managers to delegate tasks to your employees

Question 26

Question
What did Eric Schmidt use to take Google to the next stage of growth?
Answer
  • A Combination of skillful management and good leadership
  • Good leadership
  • Skillful management
  • An Openess to new ideas
  • an innovative persective
  • A combination of an innovative perspective and An Openness to new ideas

Question 27

Question
_____________ are the distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and even appearance.
Answer
  • Traits
  • Strengths
  • Abilities
  • Capabilities

Question 28

Question
Rather than just understanding their [blank_start]traits[blank_end], the best leaders recognize and hone their [blank_start]strengths[blank_end].
Answer
  • traits
  • strengths

Question 29

Question
_______________ are natural talents and abilities that have been supported and reinforced with learned knowledge and skills and provide each individual with his or her best tools for accomplishmnt and satisfaction.
Answer
  • Strengths
  • Traits
  • Characterstics
  • Qualities

Question 30

Question
What are the 2 types of behavior that have been identified as applicable to effective leadership in a variety of situations?
Answer
  • Task-Oriented Behavior
  • People-Oriented Behavior
  • Customer-oriented Behavior
  • Organization-Oriented Behavior

Question 31

Question
[blank_start]Metacategories[blank_end] are broadly defined behaviorior categories, as a basis for study and comparison.
Answer
  • Metacategories

Question 32

Question
__________ A people-oriented behavior and is the extent to which the leader is mindful of subordinates, respects their ideas and feelings, and establishes mutual trust.
Answer
  • Consideration
  • Collaboration
  • Capablity
  • Cooperation

Question 33

Question
___________ is a Task-oriented Behavior, that is the extent to which the leader is task-oriented and directs subordinate work activities toward goal attainment.
Answer
  • Initiating structure
  • Consideration
  • Task Structure
  • Manager structure

Question 34

Question
Studies suggest that leaders may be [blank_start]high[blank_end] on consideration and [blank_start]low[blank_end] on initiating structure or low on consideration and high on initiating structure.
Answer
  • high
  • Low
  • low
  • High

Question 35

Question
The most effective supervisors are those who established high performance goals and displayed supportive behavior towards subordinates are called___________
Answer
  • Employee-Centered leader
  • Job-Centered Leader
  • Self-Centered Leader
  • Customer-Centered Leader

Question 36

Question
_______________ Often is considered the most effective style and is recommended for leaders because organization members work together to accomplish tasks.
Answer
  • Team Management (9,9)
  • Country Club Management (1,9)
  • Authority-Compliance Management (9,1)
  • Middle-of-the-Road Management (5,5)
  • Impoverished Management (1,1)

Question 37

Question
__________ Occurs when primary emphasis is given to people rather than to work outputs.
Answer
  • Team Management (9,9)
  • Country-Club Management (1,9)
  • Authority-Compliance Management (9,1)
  • Middle-of-the-Road Management (5,5)
  • Impoverished Management (1,1)

Question 38

Question
____________ Occurs when efficiency in operations is the dominant orientation.
Answer
  • Team Management (9,9)
  • Country-Club Management (1,9)
  • Authority-Compliance Management (9,1)
  • Middle-of-the-Road Management (5,5)
  • Impoverished Management (1,1)

Question 39

Question
___________ Reflects a moderate amount of concern for both people and production.
Answer
  • Team Management (9,9)
  • Country-Club Management (1,9)
  • Authority-Compliance Management (9,1)
  • Middle-of-the-Road Management (5,5)
  • Impoverished Management (1,1)

Question 40

Question
____________ means the abscence of a management philosophy; managers exert little effort toward interpersonal relationships or work accomplishments.
Answer
  • Team Management (9,9)
  • Country-Club Management (1,9)
  • Authority-Compliance Management (9,1)
  • Middle-of-the-Road Management (5,5)
  • Impovershied Management (1,1)

Question 41

Question
[blank_start]Contingency Approaches[blank_end] to leadership explores how the organizational situation influences leader effectiveness.
Answer
  • Contingency Approaches

Question 42

Question
________- refers to a combination of confidence, committment, and motivation, and a follower may be high or low on any of the three ariables.
Answer
  • Willingness
  • Ability
  • Motivation
  • Capablity

Question 43

Question
____________ refers to the amount of knowledge, experience, and demonstrated skill that a subordinate brings to the task.
Answer
  • Willingness
  • Ability
  • Strength
  • Talent

Question 44

Question
The [blank_start]telling style (S1)[blank_end] is a highly dictating style and involves giving explicit directions about how tasks should be accomplished.
Answer
  • telling style (S1)
  • selling style (S2)
  • participating style (S3)
  • delegating style (S4)

Question 45

Question
The [blank_start]selling style (S2)[blank_end] is one where the leader explains decisions and gives subordinates a chance to ask questions and gain clarity and understanding about work tasks.
Answer
  • selling style (S2)
  • telling style (S1)
  • participating style (S3)
  • delegating style (S4)

Question 46

Question
The [blank_start]participating style (S3)[blank_end] is one where the leader shares ideas with subordinates, gives them a chance to participate, and facilitates decision making.
Answer
  • participating style (S3)
  • telling style (S1)
  • selling style (S2)
  • delegating style (S4)

Question 47

Question
The [blank_start]delegating style (S4)[blank_end] provides little direction and little support because the leader turns over responsibility for decisions and their implementation to subordinates.
Answer
  • delegating style (S4)
  • telling style (S1)
  • selling style (S2)
  • participating style (S3)

Question 48

Question
Fiedler cinsidered a person's leadership style relatively [blank_start]fixed[blank_end] and difficult to change. The basin Idea is to match the Leader's style with the situation [blank_start]most favorable[blank_end] for their effectiveness.
Answer
  • fixed
  • variable
  • most favorable
  • least favorable

Question 49

Question
A situation would be considered ____________Favorable to the leader when leader-member relationships are positive, tasks are highly structured, and the leader has formal authority over followers.
Answer
  • Highly
  • Slightly
  • Not
  • Somewhat

Question 50

Question
[blank_start]Task-oriented[blank_end] leaders are more effective when the situation is either highly favorable or highly unfavorable. [blank_start]Relationship-oriented[blank_end] leaders are more effective in situations of moderate favorability.
Answer
  • Task-oriented
  • People-oriented
  • Relationship-oriented
  • Job-oriented

Question 51

Question
Why do relationship-oriented leaders perform better in situations of moderate favorability?
Answer
  • Human relations skills are important in achieving high group performance
  • Employees do not listen to people they do not like and trust.
  • Leaders can not control people who do not like them
  • Leaders cannot control people who like them too much

Question 52

Question
What kind of skills does a leader need that can create a positive group atmosphere that will improve relationships, clarify task structure, and establish position power?
Answer
  • Interpersonal skills
  • Intrapersonal skills
  • Relationship skills
  • Public skills

Question 53

Question
What makes the leadership style unnescessary or redundant?
Answer
  • Alternatives
  • Substitutions
  • Neutralizers
  • Eliminators

Question 54

Question
What counteracts the leadership style and prevents the leader from displaying certain behaviors?
Answer
  • Substitutions
  • Neutralizers
  • Alternatives
  • Eliminators

Question 55

Question
The __________ leader has the ability to insspire and motivate people to do more than they would normally do despite obstacles and personal sacrifice.
Answer
  • Charismatic
  • Enthusiastic
  • Authentic
  • Servant

Question 56

Question
Select where the impacts of a charismatic leader come from.
Answer
  • stating a lofty vision of an imagined future that employees identify with
  • displaying an ability to understand and empathize with followers
  • empowering and trusting subordinates to accomplish results
  • convincing subordinates to do as they are told

Question 57

Question
[blank_start]Humility[blank_end] typpically plays an important part in distinguishing whether a charismatic leader will work to benefit primarily the larger organization or use their skills for ego-building and personal gain.
Answer
  • Humility
  • Strength
  • Traits
  • Abilities

Question 58

Question
[blank_start]Transformational leaders[blank_end] 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 behaviors and values.
Answer
  • Transformational leaders
  • Transactional leaders
  • Charismatic leaders
  • Empathetic Leaders

Question 59

Question
[blank_start]Transactional leaders[blank_end] clarify the role and task requirements of subordinates, initiate structure, provide appropriate rewards, and try to be considerate and meet social needs of subordinates.
Answer
  • Transactional leaders
  • Transformational leaders
  • Charismatic leaders
  • Empathetic leaders

Question 60

Question
What is a vision?
Answer
  • An attractive ideal future that is credible but not attainable.
  • An inattractive idea of what is coming but not guaranteed
  • A prediction of future events
  • Unknown outcomes with identifiable risk

Question 61

Question
How many follower styles did Robert E. Kelley come up with?
Answer
  • 5
  • 6
  • 2
  • 3

Question 62

Question
[blank_start]Dependent[blank_end], [blank_start]uncritical[blank_end] thinker does not consider possibilities beyond what he or she is told, does not contribute to the cultivation of the organization, and accepts the supervisor's ideas without thinking.
Answer
  • Dependent
  • uncritical

Question 63

Question
[blank_start]Independent[blank_end], [blank_start]critical[blank_end] thinkers are mindful of the effects of their own and others' behavior on achieving organizational goals.
Answer
  • Independent
  • critical

Question 64

Question
The [blank_start]alienated[blank_end] follower is a passive, yet independaent, critical thinker.
Answer
  • alienated
  • conformist
  • pragmatic survivor
  • passive
  • effective

Question 65

Question
The [blank_start]conformist[blank_end] participates actively in a relationship with the boss but doesn't use critical-thinking skills.
Answer
  • conformist
  • alienated
  • pragmatic
  • passive
  • effective

Question 66

Question
The [blank_start]pragmatic[blank_end] survivor has qualities of all four extremes- depending on which style fits with the prevelant situation.
Answer
  • pragmatic
  • alienated
  • conformist
  • passive
  • effective

Question 67

Question
The [blank_start]passive[blank_end] follower exhibits neither critical, independent thinking nor active participation.
Answer
  • passive
  • alienated
  • conformist
  • pragmatic
  • effective

Question 68

Question
The [blank_start]effective[blank_end] follower is both a critical, independent thinker and active in the organization.
Answer
  • effective
  • alienated
  • conformist
  • pragmatic
  • passive

Question 69

Question
What type of followers recognize that they have power in their relationships with superiors; they have the courage to manage upward, to initiate change, and even to put themselves at risk or in conflict with their boss if they believe it is best for the organization or team?
Answer
  • Passive
  • Alienated
  • Effective
  • Conformist

Question 70

Question
What is the potential ability to influence the behavior of others?
Answer
  • Power
  • Influence
  • Control
  • Ability

Question 71

Question
What is the effect hat a person's actions have on the attitudes, values, beliefs, or behavior of others?
Answer
  • Power
  • Influence
  • Control
  • Ability

Question 72

Question
What is power coming from a formal management position in an organization and the authority granted to it?
Answer
  • Legitimate power
  • Reward power
  • Coercive power
  • Expert power
  • Referent power

Question 73

Question
What kind of power comes from the authority to hand out rewards to other people?
Answer
  • Legitimate power
  • Reward power
  • Coercive power
  • Expert power
  • Referent power

Question 74

Question
What type of power comes from the authority to punnish or recommend punishment?
Answer
  • Legitimate power
  • Reward power
  • Coercive power
  • Expert power
  • Referent power

Question 75

Question
What type of power is the result of a persons' special knowledge or skill regarding the tasks being performed?
Answer
  • Legitimate power
  • Reward power
  • Coercive power
  • Expert power
  • Referent power

Question 76

Question
What type of power comes from and individuals' personal characteristics that command others' identification, respect, and admiration so that they wish to emulate that individual?
Answer
  • Legitimate power
  • Reward power
  • Coercive power
  • Expert power
  • Referent power

Question 77

Question
People who show initiative, work beyond what is expected of them, take on undesirable but important projects, and show interest in learning about the organization and industry often gain power as a result have which of the following other power sources?
Answer
  • Personal effort
  • Network of relaationships
  • Information

Question 78

Question
What other source of power do people who are enmeshed in a network of relationships have?
Answer
  • Personal effort
  • Network of relationships
  • Information

Question 79

Question
What kind of power do people who have access and control over how and to whom information is distributed?
Answer
  • personal effort
  • Network of relationships
  • Information

Question 80

Question
Select the 6 principles for asserting influence.
Answer
  • Use rational persuasion
  • Use coercion
  • Help people you like
  • Rely only on yourself
  • Rely on the rule of reciprocity
  • Develop allies
  • Ask for what you want
  • Demand what you want
  • Appeal to a higher authority

Question 81

Question
[blank_start]Motivation[blank_end] refers to the forces either within or external to a person that arouse enthusiasm and persistence a to pursue certain course of action.
Answer
  • Motivation

Question 82

Question
What does employee motivation affect?
Answer
  • Productivity
  • Cleanliness
  • Organization
  • Visions

Question 83

Question
Individuals and departments rely on other individuals and departments for information or resources to accomplish their work is referred to as being what?
Answer
  • Interdependent
  • Independent
  • Codependent
  • Dependent

Question 84

Question
A __________ is a unit of two or more people who interact and coordinate their work to accomplish a goal to which they are committed and hold themselves mutually accountable.
Answer
  • Team
  • Group
  • Section
  • Division

Question 85

Question
Which of the following is NOT one of the components of the definition of a team?
Answer
  • Two or more people
  • Must interact regularly
  • Must share a performance goal
  • Must be in the same department

Question 86

Question
Putting together a [blank_start]team[blank_end] and building [blank_start]teamwork[blank_end] aren't the same thing.
Answer
  • team
  • teamwork

Question 87

Question
Select the contributions of effective teams.
Answer
  • Creativity and Innovation
  • Improved Quality
  • Speed of response
  • Higher productivity
  • Enhanced motivation and satisfaction

Question 88

Question
What kind of teams are composed of a manager and his other subordinates in the formal chain of command?
Answer
  • Functional
  • Cross-functional
  • Self Managed
  • Divisional

Question 89

Question
[blank_start]Social[blank_end] Facilitation refers to the tendency for the presence of others to enhance the one's performance.
Answer
  • Social
  • Professional

Question 90

Question
What kind of team is composed of employees from the same hierarchical level but from different areas of expertise?
Answer
  • Cross-Functional
  • Functional
  • Divisional
  • Self-Managed

Question 91

Question
[blank_start]Task Force[blank_end] is a group of employees from different departments formed to deal with a specific activity and existing only until the task is finished.
Answer
  • Task Force

Question 92

Question
Which type of team consists of 5 to 20 multi-skilled workers who rotate jobs to produce an entire product or service or at least one complete aspect or portion of a product or service?
Answer
  • Functional
  • Cross-Functional
  • Self-Managed
  • Divisional

Question 93

Question
Which of the following is a typical element of a self-managed team?
Answer
  • Includes employees with several skills and functions and its combined skills are sufficient to perform a major organizational goal
  • Given access to the resources such as information, equipment, machinery, and supplies needed to perform or complete the task
  • Empowered with decision making authority which means that members have the freedom to select new members, solve problems, spend money, monitor results and plan for the future.
  • All of the Answers

Question 94

Question
Which of the following is NOT a reason that working in teams presents a dilemma for many people?
Answer
  • Have to give up independence
  • Have to put up with free riders
  • They are sometimes dysfunctioinal
  • Have to give up individual credit

Question 95

Question
[blank_start]Satisfaction[blank_end] is the teams' ability to meet the personal needs of its members and maintain their membership and commitment. [blank_start]Productive output[blank_end] is the performance and the quality and quantity of task outputs defined by teams goals. [blank_start]Capacity to adapt and learn[blank_end] is the ability of teams to bring greater knowledge and skills to job tasks and enhance the potential of the organization to respond to new threats or opportunities.
Answer
  • Satisfaction
  • Productive output
  • Capacity to adapt and learn

Question 96

Question
What kind of team is made up of geographically or organizationally dispersed members who are linked primarily through advanced information and telecommunications technologies?
Answer
  • Virtual
  • Global
  • International
  • Web Based

Question 97

Question
What type of team is a cross-border team made up of members off different nationalities whose activities span multiple countries?
Answer
  • Virtual
  • Global
  • Web Based
  • International

Question 98

Question
Select the critical areas that managers should address when leading virtual teams.
Answer
  • Use virtual technology to build trust and relationships for effective teamwork
  • Meet face to face to grow their personal network
  • Shape culture through virtual technology to reinforce productive norms
  • Require teleconferences to discuss personal conflicts with other team members
  • Monitor progress and reward members to keep the team progressing toward its goal

Question 99

Question
What team characteristics are most important?
Answer
  • Size, Diversity and Member Roles
  • Size, Location, and Goals
  • Gender, Diversity, and Member Roles
  • Size, Diversity, and Location

Question 100

Question
As a team [blank_start]increases[blank_end] in size, it becomes harder for each member to interact with and influence the others.
Answer
  • increases

Question 101

Question
Diverse teams produce [blank_start]more[blank_end] innovative solutions to problems.
Answer
  • more

Question 102

Question
People who play a [blank_start]task specialist role[blank_end] spend more time and energy helping the team reach its goal. People who play the [blank_start]socioemotional role[blank_end] support team members' emotional needs and help strengthen the social entity.
Answer
  • task specialist role
  • socioemotional role

Question 103

Question
Select the behaviors associated with a task specialist role.
Answer
  • Initiate Ideas
  • Give Opinions
  • Seek Information
  • Ecourage
  • Harmonize

Question 104

Question
Select the behaviors associated with a socioemotional role.
Answer
  • Summarize
  • Energize
  • Reduce Tension
  • Follow
  • Compromise

Question 105

Question
[blank_start]Team Processes[blank_end] pertain to those dynamics that change over time and can be influenced by team leaders.
Answer
  • Team Processes
  • Team Goals
  • Team Values
  • Team Directions

Question 106

Question
The [blank_start]forming[blank_end] stage is orientation and getting acquainted. [blank_start]Storming[blank_end] stage is conflict and disagreement. [blank_start]Norming[blank_end] stage is establishment of order and cohesion. [blank_start]Performing[blank_end] stage is cooperation and problem solving. [blank_start]Adjourning[blank_end] stage is task completion.
Answer
  • forming
  • Norming
  • Adjourning
  • Performing
  • Storming

Question 107

Question
What is the extent to which members are attracted to the team and motivated to remain in it called?
Answer
  • Team Cohesiveness
  • Team Interaction
  • Team Goals
  • Team Cooperation

Question 108

Question
Several things influence team cohesiveness. First is [blank_start]team interaction[blank_end] which is team members have frequent contact, they get to know one another, consider themselves a unit, and become more committed to the team. Second is [blank_start]shared goals[blank_end] which means if team members agree on purpose and direction they will be more cohesive. Third is [blank_start]personal attraction to the team[blank_end] which means that members have similar attitudes and values and enjoy being together.
Answer
  • team interaction
  • shared goals
  • personal attraction to the team

Question 109

Question
Two factors in the team's context also influence cohesiveness. First is the [blank_start]presence of competition[blank_end], which means if a team has competition with other teams its cohesiveness increases. Second is [blank_start]team success[blank_end] which means when a team succeeds in its task then members feel good and their commitment to the team will be high.
Answer
  • presence of competition
  • team success

Question 110

Question
Why is morale higher in a cohesive team?
Answer
  • Increased communication of team members
  • a friendly team climate
  • maintenance of membership because of commitment to the team
  • loyalty
  • member participation
  • All of the answers

Question 111

Question
What is an informal standard of conduct that is shared by team members and guides their behavior?
Answer
  • Team Norm
  • Team Value
  • Team Behavior
  • Team Goal

Question 112

Question
What are the ways of developing team norms?
Answer
  • First Behavior Precedents
  • Carryover from other experiences
  • Explicit statements from leader members
  • Critical events in team's history
  • Controlling the team goals

Question 113

Question
what is an antagonistic interaction in which one party attempts to block the intentions or goals of another?
Answer
  • Conflict
  • Problem
  • Crisis
  • Issue

Question 114

Question
[blank_start]Task Conflict[blank_end] is a disagreement among people about the goals to be achieved of the content of the tasks to be performed. [blank_start]Relationship Conflict[blank_end] is the interpersonal incompatibility that creates tension and personal animosity among people.
Answer
  • Task Conflict
  • Relationship Conflict

Question 115

Question
What is the primary cause of conflict?
Answer
  • competition over resources such as money, information, or supplies
  • people are pursuing different goals
  • from communication breakdown
  • trust issues.

Question 116

Question
[blank_start]Dominating[blank_end] (My Way) [blank_start]Collaborating[blank_end] (Our Way) [blank_start]Avoiding[blank_end] (No Way) [blank_start]Compromising[blank_end] (Half Way) [blank_start]Accommodating[blank_end] (Your Way)
Answer
  • Dominating
  • Collaborating
  • Avoiding
  • Compromising
  • Accommodating

Question 117

Question
What is the type of conflict management where people engage in give and take discussions and consider various alternatives to reach a joint decision that is acceptable to both parties?
Answer
  • Negotiation
  • Compromising
  • Moderating
  • None of the ansers

Question 118

Question
[blank_start]Integrative[blank_end] negotiation is based on a win win assumption, in that all parties want to come up with a creative solution that can benefit both parties. [blank_start]Distributive[blank_end] negotiation assumes that the size of the pie is fixed and each party attempts to get as mush as they can.
Answer
  • Integrative
  • Distributive

Question 119

Question
Which of the following is not a rule for integrative negotiation?
Answer
  • Separate the people from the problem
  • Focus on underlying interests, not current demands
  • Listen and ask questions
  • Insist that results be based on objective standards
  • Go in knowing that you are going to win

Question 120

Question
People have ____________ Such as recognition, achievement, or monetary gain.
Answer
  • Needs
  • Wants
  • Desires
  • Requests

Question 121

Question
[blank_start]Intrinsic[blank_end] rewards are the satisfactions that a person receives in the process of performing a particular action. [blank_start]Extrinsic[blank_end] rewards are given by another person, typically a manager, and include promotions, praise, and pay increases.
Answer
  • Intrinsic
  • Extrinsic

Question 122

Question
Select the categories of motivation approaches.
Answer
  • Negative approach- Threats and punishments
  • Positive approach- Rewards such as pay raises, bonuses, and praise
  • Negative Approach- tap into self doubts
  • Positive approach- Help people enjoy their work, get a sense of accomplishment
  • Negative approach- Bribes and blackmail
  • Positive approach- Words of wisdom

Question 123

Question
What kind of rewards do effective managers want people to receive in order to meet their needs?
Answer
  • Intrinsic and Extrinsic
  • Intrinsic and External
  • Internal and Extrinsinc
  • Internal and External

Question 124

Question
What kind of theories emphasize the needs that motivate people?
Answer
  • Context Theories
  • Need Based Theories
  • Structural Theories
  • Process Theories

Question 125

Question
Which content theory proposes that people are motivated by multiple needs and that these needs exist in a hierarchical order?
Answer
  • Maslow's Hierarchy of needs
  • ERG Theory
  • Two-Factor Approach
  • Acquired Needs Theory

Question 126

Question
Select the levels of needs described in Maslow's Hierarchy of needs.
Answer
  • Physiological Needs
  • Safety Needs
  • Belongingness Needs
  • Esteem Needs
  • Self-Actualization Needs
  • Spiritual Needs
  • Psychological Needs

Question 127

Question
Which of the following is NOT a category of the ERG theory?
Answer
  • Existence Needs- The need for physical well being
  • Relatedness Needs- The needs for satisfactory relationships with others
  • Growth Needs- The needs that focus on human potential for growth
  • Psychological Needs- The needs to feel emotionally stable

Question 128

Question
The ERG model is [blank_start]less[blank_end] rigid than Maslow's Hierarchy of Needs and suggests people can move down as well as up to satisfy their needs.
Answer
  • less
  • more

Question 129

Question
Which content theory suggest that the work characteristics associated with dissatisfaction were different from those pertaining to satisfaction?
Answer
  • Maslow's Hierarchy of Needs
  • ERG Theory
  • Two Factor Approach
  • Acquired Needs Theory

Question 130

Question
[blank_start]Hygiene factors[blank_end] involve the presence or absence of job dissatisfiers such as workers conditions, pay, company policies and interpersonal relationships. [blank_start]Motivators[blank_end] focus on high level needs and include achievement, recognition, responsibility, and opportunity for growth.
Answer
  • Hygiene factors
  • Motivators

Question 131

Question
Goof hygiene factors remove [blank_start]dissatisfaction[blank_end] and doesn't cause workers to become more highly satisfied. When motivators are absent, workers are neutral toward work but when they are present workers have a higher level of [blank_start]satisfaction[blank_end].
Answer
  • dissatisfaction
  • satisfaction

Question 132

Question
Which content theory proposes that certain types of needs are acquired during an individuals lifetime?
Answer
  • Maslow's Hierarchy of Needs
  • ERG Theory
  • Two Factor Approach
  • Acquired Needs Theory

Question 133

Question
Which of the following is not one of the needs studied most by acquired needs theory?
Answer
  • Need for Existence
  • Need for Achievement
  • Need for Affiliation
  • Need for Power

Question 134

Question
People with a high need for [blank_start]achievement[blank_end] are frequently entrepreneurs while people with a high need for [blank_start]affiliation[blank_end] are successful litigators.
Answer
  • achievement
  • affiliation

Question 135

Question
The hierarchy of needs theory, the ERG Theory, the two factor theory, and the acquired needs theory all help managers understand what [blank_start]motivates[blank_end] people.
Answer
  • motivates

Question 136

Question
What kind of theory explains how people select behavioral actions to meet their needs and determine whether they were successful?
Answer
  • Context
  • Process
  • Needs
  • Structural

Question 137

Question
________________ proposes that managers can increase motivation and enhance performance by setting specific, challenging goals and then helping people track their progress toward goal achievement by providing feedback.
Answer
  • Goal Setting Theory
  • Equity Theory
  • Expectancy Theory
  • Acquired Needs Theory

Question 138

Question
Which of the following is NOT a key component of goal setting theory?
Answer
  • Goal Specificity- degree to which goals are concrete and unambigious
  • Goal Difficulty- hard goals are more motivating than easy ones
  • Goal Acceptance- Employees have to "Buy into goals" and become committed to them
  • Feedback- Employees receive feedback on how well they are doing
  • Goal Timliness- The length of time to complete a goal

Question 139

Question
_________-- focuses on an individuals perceptions of how fairly they are treated compared with others.
Answer
  • Equity Theory
  • Goal Setting Theory
  • Equality Theory
  • Expectancy Theory

Question 140

Question
A state of [blank_start]equity[blank_end] exists whenever ratios of one persons outcomes to inputs equals the ratio of another person. [blank_start]Inequity[blank_end] occurs when input to output ratios are out of balance.
Answer
  • equity
  • Inequity

Question 141

Question
Which of the following are the most common methods for reducing perceived inequity?
Answer
  • Change work effort
  • Change outcomes
  • Change perceptions
  • Leave the job
  • Change salary demands

Question 142

Question
___________ suggests that motivators depends on individual expectations about their ability to perform tasks and receive rewards.
Answer
  • Goal setting theory
  • Expectancy theory
  • Equity theory
  • Equality theory

Question 143

Question
Expectancy theory is based on the relationship among the persons [blank_start]effort[blank_end], their [blank_start]performance[blank_end], and their desirability of [blank_start]outcomes[blank_end] with high performance.
Answer
  • effort
  • performance
  • outcomes

Question 144

Question
__________ involves determining whether putting effort into a task will lead to high performance
Answer
  • E to P Expectancy
  • P to O Expectancy
  • Valance
  • Equity

Question 145

Question
_____________- determines whether successful performance will lead to the desired outcome or reward.
Answer
  • E to P Expectancy
  • P to O Expectancy
  • Valance
  • Equity

Question 146

Question
[blank_start]Expectancy[blank_end] theory attempts to establish that specific types of needs or rewards exist and maybe different for every individual.
Answer
  • Expectancy
  • Equity

Question 147

Question
Which theory looks at the relationship between behavior and its consequences?
Answer
  • Equity theory
  • Expectancy theory
  • Context theory
  • Reinforcement theory

Question 148

Question
What is the name given to the set of techniques by which reinforcement theory is used to to modify human behavior?
Answer
  • Behavior modification
  • Law of effect
  • Positive reinforcement
  • Negative reinforcement

Question 149

Question
__________ says that behavior that is positively reinforced tends to be repeated and behavior that is not reinforced tends not to be repeated.
Answer
  • Behavior Modification
  • Law of Effect
  • Positive reinforcement
  • Negative Reinforcement

Question 150

Question
[blank_start]Positive[blank_end] reinforcement is the administration of a pleasant and rewarding consequence following a desired behavior.
Answer
  • Positive

Question 151

Question
_________ is the removal of an unpleasant consequence once a behavior is improved, thereby encouraging and strengthening desired behavior.
Answer
  • Positive reinforcement
  • Avoidance learning
  • Punishment
  • Extinction

Question 152

Question
_____________- is the imposition of unpleasant outcomes on an employee.
Answer
  • Positive reinforcement
  • Avoidance learning
  • Punishment
  • Extinction

Question 153

Question
______ is the withholding of a positive reward.
Answer
  • Positive reinforcement
  • Punishment
  • Avoidance learning
  • Extinction

Question 154

Question
Which theory proposes that an individuals motivation can result from their observations of other peoples behaviors.?
Answer
  • Reinforcement
  • Social Learning
  • Job Design
  • Context

Question 155

Question
[blank_start]Vicarious[blank_end] learning occurs when an individual sees others perform certain behaviors and get rewarded.
Answer
  • Vicarious
  • Social
  • Situational

Question 156

Question
Select all that apply- Managers can enhance an individuals motivation to perform desired behaviors by making sure the individual...
Answer
  • Has a chance to observe the desirable behaviors
  • Accurately perceives the behaviors
  • Remembers the behaviors
  • Has the necessary skills to perform the behaviors
  • Sees the behaviors are rewarded by the organization
  • Hears that they are doing it right
  • Feels valued

Question 157

Question
_____________ is the application of motivational theories to the structure of work for improving productivity and satisfaction.
Answer
  • Job design
  • Job enhancement
  • Job rotation
  • Job enlargement

Question 158

Question
[blank_start]Job rotation[blank_end] is to move employees systematically from one job to another to provide variety and stimulation. [blank_start]Job enlargement[blank_end] is to combine s series of small tasks into one new broader job so that people perform a variety of activities.
Answer
  • Job rotation
  • Job enlargement

Question 159

Question
________ means incorporating high level motivators into the work, including responsibility, recognition, and opportunities for growth, learning, and achievement.
Answer
  • Job design
  • Job rotation
  • Job enlargement
  • Job enrichment

Question 160

Question
[blank_start]Work[blank_end] redesign is altering jobs to increase both the quality of employees' work experience and their productivity.
Answer
  • Work
  • Job

Question 161

Question
Core job dimensions, critical psychological states, and employee growth- need strength are the major parts of what?
Answer
  • Job characteristics model
  • Job redesign
  • Job specification
  • Work redesign

Question 162

Question
What are the dimensions that determine a jobs motivational potential?
Answer
  • Skill variety
  • task identity
  • task significance
  • autonomy
  • feedback
  • skill identity
  • task variety

Question 163

Question
[blank_start]Employee growth- needs strength[blank_end] means that people have different needs for growth and development.
Answer
  • Employee growth- needs strength
  • Experienced responsibility

Question 164

Question
__________ is the delegation of power and authority to subordinates in an organization.
Answer
  • Emporwerment
  • Encouragement
  • Centralization
  • Ability

Question 165

Question
Empowering employees involves giving them four elements that enable them to act more freely. What are they?
Answer
  • Information, knowledge, ideas, and power
  • Knowledge, punishment, ideas, power
  • Power, information, abilities, punishments
  • Information, salary, power, rewards

Question 166

Question
[blank_start]Engaged[blank_end] employees care deeply about the organization and actively seek ways to serve the mission.
Answer
  • Engaged
  • Disengaged

Question 167

Question
Which of the following is NOT an element that creates employee engagement?
Answer
  • a sense of belonging
  • a sense of meaningfulness
  • a sense of connection
  • a sense of growth

Question 168

Question
the [blank_start]making progress principle[blank_end] is the idea that the most important factor that can boost motivation, positive emotions, and perceptions during a work day is making progress towards meaningful goals.
Answer
  • making progress principle
  • goal setting principle

Question 169

Question
What is a systematic process of regulating organizational activities to make them consistent with the expectations established in plans, targets, and standards of performance called?
Answer
  • Organizational Control
  • Performance control
  • Corporation Control
  • Leadership Control

Question 170

Question
The 4 steps of feedback control are: 1. [blank_start]Establish standards of performance[blank_end] 2. [blank_start]Measure actual performance[blank_end] 3. [blank_start]Compare performance standards[blank_end] 4. [blank_start]Take Corrective action/ Do nothing[blank_end]
Answer
  • Establish standards of performance
  • Measure actual performance
  • Compare performance standards
  • Take Corrective action/ Do nothing

Question 171

Question
What balances traditional financial measures with operational measures relating to a company's critical success factors?
Answer
  • balanced scorecard
  • performance evaluation
  • leadership scorecard
  • performance scorecard

Question 172

Question
A balanced scorecard contains four key perspectives used to track the following performance metrics: 1. [blank_start]Financial performance[blank_end]- reflects a concern that the organization's activities contribute to improving short and long term financial performance. 2. [blank_start]Customer service[blank_end]- measures information such as how customers view the organization and customer retention and satisfaction. 3. [blank_start]Internal business processes[blank_end]- Focuses on production and operating statistics. 4. [blank_start]Potential for learning and growth[blank_end]- focuses on how well resources and human capital are being managed for the company's future.
Answer
  • Financial performance
  • Customer service
  • Internal business processes
  • Potential for learning and growth

Question 173

Question
[blank_start]Hierarchical[blank_end] control involves monitoring and influencing employee behavior through extensive use of rules, policies, hierarchy of authority, written documentation, reward systems, and other formal mechanisms. [blank_start]Decentralized[blank_end] control relies on cultural values, traditions, shared beliefs, and trust to foster compliance with organizational goals.
Answer
  • Hierarchical
  • Decentralized

Question 174

Question
What type of management allows employees to see for themselves through charts, computer printouts, meetings, and so forth, the financial condition of the company?
Answer
  • Open Book Management
  • Scientific Management
  • Total Quality Management
  • Systematic Management

Question 175

Question
What type of management uses an organization wide effort to infuse quality into every activity in a company through continuous improvement?
Answer
  • Open Book Management
  • Total Quality Management
  • Scientific Management
  • Systematic Management

Question 176

Question
The use of total quality management uses many techniques including: 1. [blank_start]Quality Circles[blank_end]- a group of 6 to 12 volunteer- employees who meet regularly to discuss and solve problems that affect the quality of their work. 2. [blank_start]Benchmarking[blank_end]- the continuous process of measuring products, services, and practices against the toughest competitors or those companies recognized as industry leaders to identify areas for improvement. 3. [blank_start]Six Sigma[blank_end]- a highly ambitious quality standard that specifies a goal of no more than 3.4 defects per million parts. 4. [blank_start]Quality Partnering[blank_end]- assigning dedicated personnel within a particular functional area of the business to quality control. 5. [blank_start]Continuous Improvement[blank_end]- the implementation of a large number of small incremental improvements in all areas of the organization on an ongoing basis.
Answer
  • Quality Circles
  • Benchmarking
  • Six Sigma
  • Quality Partnering
  • Continuous Improvement

Question 177

Question
Select all of the Positive quality control factors of TQM.
Answer
  • Tasks make great skill demands on employees
  • TQM serves to enrich jobs and motivate employees
  • Problem-solving skills are improved for all employees
  • Management expectations are unrealistically high
  • Middle managers are dissatisfied about loss of authority

Question 178

Question
Select all of the negative quality control factors of TQM
Answer
  • Participation and teamwork are used to tackle significant problems
  • Continuous improvement is a way of life
  • Workers are dissatisfied with other aspects of organizational life
  • Union leaders are left out of quality control discussions
  • Managers wait for big dramatic innovations

Question 179

Question
what is the process of setting targets for an organization's expenditures, monitoring results and comparing them to the budget, and making changes as needed called?
Answer
  • Budgetary Control
  • Responsibility Center
  • Financial Control
  • Organizational control

Question 180

Question
What is an organizational department or unit under the supervision of a single person who is responsible for its activity?
Answer
  • Budgetary Center
  • Responsibility Center
  • Departmental Center
  • Organizational Center

Question 181

Question
What type of budget includes anticipated and actual expenses for each responsibility center and for the total organization?
Answer
  • Expense
  • Cash
  • Revenue
  • Capital

Question 182

Question
What type of budget lists forecasted and actual revenues of the organization?
Answer
  • Expense
  • Revenue
  • Cash
  • Capital

Question 183

Question
What type of budget estimates receipts and expenditures of money on a daily or weekly basis to ensure that an organization has sufficient cash to meet its obligations?
Answer
  • Expense
  • Revenue
  • Cash
  • Capital

Question 184

Question
What type of budget lists planned investments in major assets such as buildings and involves expenditures over more than 1 year?
Answer
  • Expense
  • Revenue
  • Cash
  • Capital
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