Question;Final Exam: Part 1Question 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 assumptions5 points Question 2 Informal groups exist primarily to complete tasks for the organization that management doesn't know about. True False5 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 4Constructive conflict tests the logic of arguments and encourages participants to reexamine their basic assumptions. True False5 points Question 5Organizational 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 policies5 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 substitutes5 points Question 7Which 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 orientation5 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 motivation5 points Question 9Successful 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 motivation5 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 11Which 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 people5 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 13Prevention, 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 False5 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 False5 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 17What 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 model5 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. servant5 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 performance5 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 11. Employees also have _____ power over their bosses through their feedback and ratings in 360-degree feedback systems. referent reward Legitimate Expert5 points Question 21. Conflict is a process in which one party perceives that its interests are being opposed or negatively affected by another party. True False5 points Question 31. 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 41. 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 51. 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 61. 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 71. The modern perspective on conflict is that an optimal level exists which is beneficial to the organization. True False5 points Question 81. ____________ is a type of Influence tactic. Silent Authority Assertiveness Information Control All of the above.5 points Question 91. Employees have ______ power, when others identify with them, like them, or otherwise respect them. reward. legitimate referent expert5 points Question 101. 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 111. Which of the following communication media tends to be the best for transmitting emotions? Newsletters E-mail messages Telephone conversations Face-to-face meetings5 points Question 121. _____ 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 131. 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 match5 points Question 141. 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 151. _____ 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 Transactional5 points Question 161. 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 171. 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 181. 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 191. 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 201. 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 110 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 210 out of 10 points Teams typically provide poorer customer service due to interpersonal conflicts amongst the members. ? Question 310 out of 10 points Employees are more motivated in teams because they are accountable to fellow team members who also monitor their performance ? Question 410 out of 10 points Self-directed teams: ? Question 510 out of 10 points Organizations should eliminate conflicts in order to be more productive. ? Question 610 out of 10 points Team members are held together by their interdependence and need for collaboration to achieve common goals. ? Question 710 out of 10 points When work activities are too complex to standardize through procedures or goals, companies often coordinate work effort ? Question 810 out of 10 points Identify the task-related characteristics in the 'five C's' of effective member behaviors ? Question 910 out of 10 points Social loafing occurs: ? Question 1010 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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