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 leadership;theory 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;are;unlikely to survive in the long run.;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.
Paper#45774 | Written in 18-Jul-2015Price : $44