Question;Final;Exam: Part 1;Question 1;are unconscious, taken-for-granted perceptions or ideal prototypes of;behavior that are considered the correct way to think and act toward problems;and opportunities.;A. Values;B. Organizational artifacts;C. Languages;D. Beliefs;E. Shared assumptions;5 points;Question 2;Informal groups exist primarily to complete tasks for the organization that;management doesn't know about.;True;False;5 points;Question 3;Which of the following generally occurs during the storming stage of team;development?;A. Members learn about each other and evaluate the benefits and costs of;continued membership.;B. Members shift their attention away from task orientation to a;socio-emotional focus as they realize their relationship is coming to an end.;C. Members learn to coordinate their actions and become more task-oriented.;D. Members develop their first real sense of cohesion and, through disclosure;and feedback, make an effort to understand and accept each other.;E. Members try to establish norms of appropriate behavior and performance;standards.;5 points;Question 4;Constructive conflict tests the logic of arguments and encourages participants;to reexamine their basic assumptions.;True;False;5 points;Question 5;Organizational politics typically involves;A. an unconscious attempt to increase your own power.;B. a conscious attempt to motivate others to work harder for the firm.;C. attempts to influence others to promote personal objectives.;D. helping other employees to fulfill their needs through organizational;activities.;E. setting up stricter policies;5 points;Question 6;Which or perspective adopts the view that leaders are agents of change?;A. Transformational leadership perspective;B. Path-goal theory;C. Implicit leadership perspective;D. Behavioral perspective.;E. Leadership substitutes;5 points;Question 7;Which of the following statements about emotional intelligence and leadership;is true?;A. Emotional intelligence is one of the most frequently identified;contingencies of employees when choosing the best leadership style.;B. Emotional intelligence is one of the desired competencies of effective;leaders..;C. Emotional intelligence is the psychological condition that makes people want;to believe that leaders make a difference.;D. Emotional intelligence refers to the leader's above-average cognitive;ability to process information.;E. Emotional intelligence makes leaders function with a transactional rather;than a transformational orientation;5 points;Question 8;Which of the following characteristics addresses leaders' high need for;achievement?;A. Integrity;B. Emotional intelligence;C. Drive;D. Self confidence;E. Leadership motivation;5 points;Question 9;Successful leaders have a positive self-evaluation, including high self-esteem;self-efficacy, and internal locus of control. This refers to the leaders;A. drives;B. self-concept;C. cognitive intelligence;D. emotional intelligence;E. leadership motivation;5 points;Question 10;A role is a set of behaviors that people are expected to perform because;A. they need to present a certain image in their organization.;B. they hold certain positions in a team and organization.;C. of certain aptitudes and tastes that they possess.;D. of the nature and type of the team environment.;E. of the interpersonal conflicts in the team.;5 points;Question 11;Which of the following organizational culture dimension is characterized by;risk taking, and low cautiousness?;A. Stabilitys.;B. Innovation;C. Outcome orientation;D. Aggressiveness;E. Respect for people;5 points;Question 12;Effective communication occurs when;A. information is sent through informal rather than formal channels.;B. information is collected from various sources but sent to a limited;audience.;C. the sender convinces the receiver to accept the information sent.;D. information is transmitted and understood between two or more people.;E. the sender transmits information that is received by someone other than the;intended receiver.;5 points;Question 13;Prevention, Forecasting and Absorption are coping strategies associated with;A. reward power.;B. legitimate power.;C. referent power.;D. expert power.;E. coercive power.;5 points;Question 14;When negotiators get closer to their time deadline, they become less committed;to resolving the conflict.;True;False;5 points;Question 15;Skilled negotiators prefer using e-mail, video-conferences, and other forms of;electronic communication when negotiating, rather than meeting face-to-face.;True;False;5 points;Question 16;Formalization in organizational structures tends to;A. reduce organizational flexibility.;B. encourage organizational learning and creativity;C. focus attention on the ultimate objectives of the organization.;D. reduce organizational flexibility, and make employees feel alienated and;powerless.;E. decrease efficiency and compliance.;5 points;Question 17;What effect does "noise" have in the communication model?;A. It distorts and obscures the sender's intended message..;B. It prevents the sender from forming a message.;C. It helps the sender to select a more appropriate medium to transmit the;message.;D. It helps the receiver to decode the message more carefully;E. The concept of "noise" is not significant in the communication;model;5 points;Question 18;Organizational behavior research indicates that transformational leaders produce;followers, whereas charismatic leaders produce dependent followers.;A. unskilled;B. directive;C. empowered;D. real;E. servant;5 points;Question 19;Which of the following is the most accurate definition of leadership?.;A. Leadership refers to transforming the day-to-day activities of an;organization to increase its effectiveness.;B. Leadership refers to the personality traits of an individual which makes him;or her guide an organization to better performance and effectiveness.;C. Leadership refers to the abilities of an individual to act according to the;changes in the environment.;D. Leadership is influencing, motivating, and enabling others to contribute;toward the effectiveness and success of the organizations.;E. Leadership refers to the capabilities of certain individuals to introduce;successful changes in organizational performance;5 points;Question 20;Transformational leaders;A. build commitment to the vision.;B. develop/communicate a strategic vision.;C. model the vision.;D. encourage expermentation.;E. All of the above.;Final Exam: Part 2;Question 1;1. Employees also have _____ power over their bosses through their feedback and;ratings in 360-degree feedback systems.;referent;reward;Legitimate;Expert;5 points;Question 2;1. Conflict is a process in which one party perceives that its interests are;being opposed or negatively affected by another party.;True;False;5 points;Question 3;1. In organizational settings, power is defined as;the practice of trying to influence another person.;the capacity to influence others.;the act of changing another person's attitudes and behaviors.;the extent to which one person is required to follow another person's commands;even though he or she does not want to follow the commands.;5 points;Question 4;1. Servant leadership emphasizes the notion that;employees are paid to serve their leaders.;leaders should be able to serve the organization by maximizing employee;performance.;employees are servants in the organization, so they should place organizational;objectives above their personal need;leaders serve followers, rather than vice versa.;5 points;Question 5;1. Language differences can produce communication noise even when people speak;the same language. This occurs because of the;skill differences among people.;lack of necessary aptitudes.;richness of the communication channel.;cultural differences among people.;5 points;Question 6;1. Fiedler's contingency model of leadership has made an important and lasting;contribution to the study of leadership because it;is the only leadership theory to adopt a contingency approach.;was the first theory to recognize the existence of leadership substitutes.;suggests that organizations need to engineer the situation to fit the leader's;preferred style.;discovered that effective leaders do not have a common set of competencies.;5 points;Question 7;1. The modern perspective on conflict is that an optimal level exists which is;beneficial to the organization.;True;False;5 points;Question 8;1. ____________ is a type of Influence tactic.;Silent Authority;Assertiveness;Information Control;All of the above.;5 points;Question 9;1. Employees have ______ power, when others identify with them, like them, or;otherwise respect them.;reward.;legitimate;referent;expert;5 points;Question 10;1. The themes shared most widely by employees represent;the organization's dominant culture.;the organization's deculturation process.;the organization's counterculture.;artifacts held mainly by senior executives in the organization.;5 points;Question 11;1. Which of the following communication media tends to be the best for;transmitting emotions?;Newsletters;E-mail messages;Telephone conversations;Face-to-face meetings;5 points;Question 12;1. _____ is the strongest outcome of influence, whereby people identify with;the influencer's request and are highly motivated to implement it even when;extrinsic sources of motivation are no longer present.;Compliance;Commitment;Organizational politics;Role modeling;5 points;Question 13;1. According to the communication process model;communication is a free-flowing conduit.;information flows through channels between the sender and receiver.;information transmission is minimal in a formal communicative process.;the sender and receiver are at different levels and communicate only when the;levels match;5 points;Question 14;1. Which of the following is true about organizational change?;Change agents work best when they lead the initiative alone.;Groups of people with different degrees of commitment to the change contribute;most to the success of public sector organizational change.;Change occurs more informally through social networks.;Viral change should be avoided in organizations.;5 points;Question 15;1. _____ leaders are agents of change because they develop an appealing vision;of the desired future state, communicate that vision in ways that are;meaningful to others, make decisions and act in ways that are consistent with;that vision, and build commitment to that vision.;Operational;Transformational;Charismatic;Collaborative;Transactional;5 points;Question 16;1. Flatter organizational structures;tend to reduce overhead costs.;receive lower quality information from the external environment.;undermine employee empowerment and engagement.;receive less timely information from the external environment.;narrow the span of control for supervisors.;5 points;Question 17;1. The highest priority and first strategy required for any organizational;change is to;alter the responsibilities of senior executives in the organization.;introduce stress management counseling to the employees.;train employees who do not possess the skills required under the new conditions.;communicate the need for change and keep employees informed about what they can;expect from the change effort.;negotiate a new set of relations among those who will clearly lose out from the;change.;5 points;Question 18;1. Organizations with an adaptive corporate culture;have a strong sense of ownership.;tend to be less ethical than organizations with non-adaptive cultures.;have no artifacts to keep their culture in place.;are focused inward to employee needs.;5 points;Question 19;1. Transformational leaders;improve the operational efficiency of an organization.;support the current strategy and ensure that the employees perform tasks more;effectively.;energize and direct employees to a new vision and corresponding behaviors.;help employees become more proficient and satisfied in the current situation.;influence employees by negotiating services from them.;5 points;Question 20;1. Which of the following refers to "walking the talk"?;The leader uses metaphors to symbolize the vision to the employees.;The leader continuously works as a part of a team to know them better.;The leader provides specific instructions to help employees understand the task;requirements.;The leader steps out and behaves in ways that symbolize the vision.;The leader continuously analyzes the path that the organization is taking.;Part 3;Question 1;10 out of 10 points;occurs when people or work units oppose the behavior desired by the;influencer and consequently refuse, argue, or delay engaging in the behavior.;Question 2;10 out of 10 points;Teams typically provide poorer customer service due to interpersonal conflicts;amongst the members.;Question 3;10 out of 10 points;Employees are more motivated in teams because they are accountable to fellow;team members who also monitor their performance;Question 4;10 out of 10 points;Self-directed teams;Question 5;10 out of 10 points;Organizations should eliminate conflicts in order to be more productive.;Question 6;10 out of 10 points;Team members are held together by their interdependence and need for;collaboration to achieve common goals.;Question 7;10 out of 10 points;When work activities are too complex to standardize through procedures or goals;companies often coordinate work effort;Question 8;10 out of 10 points;Identify the task-related characteristics in the 'five C's' of effective member;behaviors;Question 9;10 out of 10 points;Social loafing occurs;Question 10;10 out of 10 points;During the _____ stage of team development, team members shift their attention;away from task orientation to a relationship focus.
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