MGT307 SET --1
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This 0 page Study Guide was uploaded by an elite notetaker on Wednesday November 11, 2015. The Study Guide belongs to fin571 at Kaplan University taught by in Fall 2015. Since its upload, it has received 28 views.
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Date Created: 11/11/15
1 Scientific methods models link with presumed causes outcomes of practical value and interest discovered variables with undisclosed variables proven variables nonproven variables specific variables contingency variables 2 From its scientific heritage organizational behavior has developed all of the following EXCEPT contingency thinking use of scientific methods an interdisciplinary body of knowledge 3 Organizational behavior goals include all of the following EXCEPT improve the performance of people improve the quality of overall work life improve the performance of organizations 4 Managers can modify the stories rites rituals and sagas of culture such as the language vocal aspects oral aspects verbal 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 common culture implicit culture observable culture 6 Which of the following statements about the management of organizational culture is NOT correct good managers are able to help build resilient cultures in situations where the features of strong cultures are absent 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 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 amoral managers ethical managers and moral managers 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 managers work at fragmented and varied tasks managers work with many communication media managers work long hours 9 Common forms of unintentional ethics lapses that individuals should guard against include all of the following EXCEPT 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 Members of lowcontext cultures are very explicit in using the spoken and written word Australia Canada and the United States have lowcontext cultures inferred or interpreted from the context which includes body language the ln highcontext cultures must of the message communicated must be physical setting and past relationships 11 The difficulties with crosscultural communication are perhaps most obvious with respect to geographic differences lifestyle differences religious differences 12 are important to spot since nonverbals can add insight into what is really being said in facetoface communication Mangled messages Merged messages Perceptual distractions 13 All of these actions can be used to help create a highperforming team EXCEPT having members spend time together 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 Teams that review things Teams that make or do things Teams that evaluate things 15 A highperforming team can be created by doing the all of the following EXCEPT 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 avoidance 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 unassertive accommodation 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 avoidance collaboration completion perceptions onthejob the impact of individual ethics on business decisions 20 In the context of motivation persistence refers to the different needs that an individual is trying to satisfy an individual s choice when presented with a number of possible alternatives the amount of effort a person puts forth 21 In the context of motivation level refers to 22 In general chances for longterm group success are better when the group input foundations tasks goals rewards and resources technology membership diversity and group size are stronger 23 Research indicates that diversity among team members rarely creates performance difficulties early in the team s life or stage of development 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 26 Stress is a potential source of both anxiety and frustration which can harm the body s physiological and psychological wellbeing over time 27 Employee assistance programs are designed to provide help to employees who are experiencing personal problems and the stress associated with them 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 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 in US firms higher authority denotes those close to the top of the corporate pyramid 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 30 Which one of the following statements does NOT provide an accurate description of Stanley Milgram s experiments the basic conclusion of Milgram s studies is there is a tendency for individuals to comply with and be obedient to authority experimental subjects were instructed to give what they believed were successively higher levels of electric shocks to people who missed the word pairs 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 31 A highperforming 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 32 Highperformance teams have strong core values that help guide their attitudes and behaviors in directions consistent with the team s purpose 33 Highperformance teams have special characteristics that allow them to excel at teamwork and achieve special performance advantages 34 All of the following statements about shared leaderships are correct EXCEPT 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 leadership today is not restricted simply to the vertical influence of a single individual but to other people as well the influence process often involves peer or lateral influence implicit explicit specific detailed autonomous participative driven focusoriented charismaticvalue based systematic future orientation performance dnven 36 Behavior strategies include all of the following EXCEPT self observation self goal setting 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 proactive phenomenon impatience trap immobility trap 38 One of the foremost trends in management involves using to streamline operations and reduce staff in order to lower costs and raise productivity total quality management reengineering techniques justin time inventory control total quality management 39 The obvious organizational design response to uncertainty and volatility is to opt for a more form centralized bureaucratic mechanistic
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