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Question;1) Scientific methods models link;presumed causes, with _________________ outcomes, of;practical value and interest.;A.;independent variables, dependent variables.;B.;discovered variables, with undisclosed variables.;C.;proven variables, non-proven variables.;D.;specific variables, contingency variables.;2) From its scientific heritage;organizational behavior has developed all of the following EXCEPT;A.;an emphasis on finding the ?one best way? to complete a task.;B.;contingency thinking.;C.;use of scientific methods.;D.;an interdisciplinary body of knowledge.;3);Organizational behavior goals include all of the following EXCEPT;A.;improve the performance of people.;B. improve the level of organizational profits.;C. improve the quality of overall work life.;D. improve the performance of organizations.;4);Managers can modify the __________ of culture, such as the language, stories;rites, rituals, and sagas.;A.;vocal aspects;B. oral aspects;C. verbal aspects;D. visible aspects;5);In the context of the three important levels of cultural analysis in;organizations, the level referred to as __________ can play a critical part in;linking people together and can provide a powerful motivational mechanism for;members of the culture.;A.;shared values;B. common culture;C. implicit culture;D. observable culture;6);Which of the following statements about the management of organizational;culture is NOT correct?;A.;good managers are able to help build resilient cultures in situations where the;features of strong cultures are absent.;B. corporate culture can be managed by using organizational development techniques;to modify specific elements of the culture that address both external;adaptation and internal integration.;C. dictate rules from the top of the organization.;D. corporate culture can be managed by directly modifying the observable;culture, shared values, and common assumptions that deal with issues of;external adaptation.;7);When it comes to ethics and morality, scholar Archie B. Carroll draws a;distinction between _________.;A.;immoral managers, amoral managers and ethical managers;B. immoral managers, amoral managers and moral managers;C. amoral managers, ethical managers and moral managers;D. immoral managers, ethical managers and unethical managers;8);According to the research conducted on the nature of managerial work, which of;the following is false?;A.;managers work at fragmented and varied tasks.;B. managers spend much time working alone.;C. managers work with many communication media.;D. managers work long hours.;9);Common forms of unintentional ethics lapses that individuals should guard;against include all of the following EXCEPT;A.;prejudice that derives from unconscious stereotypes and attitudes.;B. favoring others who can benefit someone.;C. promoting people who excel in their respective positions.;D. claiming too much personal credit for one?s performance contributions.;10);Which of the following statements about the role of language in cross-cultural;communication is NOT correct?;A.;Members of low-context cultures are very explicit in using the spoken and;written word.;B. Australia, Canada and the United States have low-context cultures.;C. In high-context cultures, must of the message communicated must be inferred;or interpreted from the context, which includes body language, the physical;setting and past relationships.;D. In low-context cultures, the message is rarely conveyed by the words someone;uses, with greater emphasis on the ?context? in which the words are spoken.;11);The difficulties with cross-cultural communication are perhaps most obvious;with respect to _________.;A.;geographic differences;B. language differences;C. lifestyle differences;D. religious differences;12);are important to spot since non-verbals can add insight into what is;really being said in face-to-face communication.;A.;Mangled messages.;B. Mixed messages.;C. Merged messages.;D. Perceptual distractions.;13);All of these actions can be used to help create a high-performing team EXCEPT;A.;giving negative feedback.;B. setting the tone in the first team meeting.;C. having members spend time together.;D. find ways to create early ?success.?;14);may exist at all levels of responsibility, from the individual work;unit composed of a team leader and team members to the top management team;composed of a CEO and other senior executives.;A.;Teams that review things.;B. Teams that run things.;C. Teams that make or do things.;D. Teams that evaluate things.;15);A high-performing team can be created by doing the all of the following EXCEPT;A.;communicating high-performance standards.;B. creating a sense of urgency.;C. ensuring that new information is kept to a minimum.;D. making sure members have the right skills.;16);Ken is being cooperative but unassertive with his employees during a conflict;situation. He tries to smooth over their differences but it only produces a;false sense of harmony among them. Ken is using which conflict management;style?;A.;avoidance;B. compromise;C. accommodation;D. competition;17);Suppose that a manager responds to a disagreement between subordinates by;saying: ?I don?t want to get in the middle of your personal disputes.? This;manager is using which conflict management style?;A.;avoidance;B. unassertive;C. accommodation;D. authoritative command;18);The conflict management style of __________involves being cooperative and;unassertive. This style is characterized by letting the wishes of others rule;and smoothing over or overlooking differences to maintain harmony.;A.;avoidance;B. collaboration;C. completion;D. accommodation;19);Content theories attempt to explain work behaviors based on _______________.;A.;the relationship between values and attitudes.;B. pathways to need satisfaction and the influence of blocked needs.;C. perceptions on-the-job.;D. the impact of individual ethics on business decisions.;20);In the context of motivation, persistence refers to __________.;A.;the length of time a person sticks with a given action.;B. the different needs that an individual is trying to satisfy.;C. an individual?s choice when presented with a number of possible;alternatives.;D. the amount of effort a person puts forth.;21);In the context of motivation, level refers to __________.;A.;the consequences of an individual?s behavior.;B. the amount of effort a person puts forth.;C. the length of time a person sticks with a given action.;D. the different needs that an individual is trying to satisfy.;22);In general, chances for long-term group success are better when the group input;foundations ? tasks, goals, rewards, and resources, technology, membership;diversity, and group size ? are stronger.;A.;True;B. False;23);Research indicates that diversity among team members rarely creates performance;difficulties early in the team?s life or stage of development.;A.;True;B. False;24);Even though homogeneous teams may struggle in the short run to resolve issues;they are also likely to develop enhanced performance potential once things are;worked out.;A.;True;B. False;25);Eustress has a negative impact on both attitudes and performance.;A.;True;B. False;26);Stress is a potential source of both anxiety and frustration, which can harm;the body?s physiological and psychological well-being over time.;A.;True;B. False;27);Employee assistance programs are designed to provide help to employees who are experiencing;personal problems and the stress associated with them.;A.;True;B. False;28);In today?s modern organization the base for power and politics rests on a;system of authority. Which of the following statements about legitimacy;regarding power is NOT correct?;A.;senior managers may justify their lofty positions within organizations by;separating themselves from stockholders.;B. in other societies, ?higher authority? does not have a bureaucratic or;organizational reference but consists of those with moral authority such as;tribal chiefs, religious leaders, etc.;C. in U.S. firms, ?higher authority? denotes those close to the top of the;corporate pyramid.;D. in firms, the legitimacy of those at the top increasingly derives from their;positions as representatives for various constituencies.;29);The essence of power is;A.;having a Machiavellian personality.;B. a distinguished reputation.;C. personal desire.;D. control over the behavior of others.;30);Which one of the following statements does NOT provide an accurate description;of Stanley Milgram?s experiments?;A.;the basic conclusion of Milgram?s studies is there is a tendency for;individuals to comply with and be obedient to authority.;B. experimental subjects were instructed to give what they believed were;successively higher levels of electric shocks to people who missed the word;pairs;C. Milgram designed a series of experiments to determine the extent to which;people obey the commands of an authority figure, even if they believe they are;endangering the life of another person.;D. the experimental results revealed that 35 percent of the subjects subjected;the ?learner? to the maximum level of shock and the remaining 65 percent;refused to obey the experimenter at various intermediate points.;31);A high-performing team can be created by communicating high-performance;standards, having members spend time together, creating a sense of urgency;making sure members have the right skills, and rewarding high performance.;A.;True;B. False;32);High-performance teams have strong core values that help guide their attitudes;and behaviors in directions consistent with the team?s purpose.;A.;True;B. False;33);High-performance teams have special characteristics that allow them to excel at;teamwork and achieve special performance advantages.;A.;True;B. False;34);All of the following statements about shared leaderships are correct EXCEPT;A.;the key distinction between shared leadership and traditional models of;leadership is that the influence process involves more than just downward;influence on subordinates by an appointed or elective e leader.;B. leadership today is not restricted simply to the vertical influence of a;single individual but to other people as well.;C. the influence process often involves peer or lateral influence.;D. leadership is restricted among a set of individuals who act in the role of a;superior.;35);Four of the CLT leadership dimensions are;A.;implicit, explicit, specific, detailed.;B. self-protective, autonomous, humane-oriented, team-oriented.;C. autonomous, participative, driven, focus-oriented.;D. charismatic/value based, systematic, future orientation, performance driven.;36);Behavior strategies include all of the following EXCEPT;A.;self reward;B. self observation;C. self goal setting;D. self accomplishment;37);Large systems tend to be susceptible to the __________, wherein managers fail;to monitor their environments, recognize the important trends, or sense the;need for change, and consequently their organizations slowly lose their;competitive edge.;A.;proactive phenomenon;B. impatience trap;C. immobility trap;D. boiled frog phenomenon;38);One of the foremost trends in management involves using __________ to;streamline operations and reduce staff in order to lower costs and raise;productivity.;A.;total quality management;B. reengineering techniques;C. just-in time inventory control;D. information technology;39);The obvious organizational design response to uncertainty and volatility is to;opt for a more __________ form.;A.;centralized;B. bureaucratic;C. mechanistic;D. organic


Paper#51720 | Written in 18-Jul-2015

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