MGT 307 SET--4
MGT 307 SET--4
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Date Created: 11/12/15
1 is a multidisciplinary field devoted to understanding individual and group behavior interpersonal processes and organizational dynamics AF motivation Bf workgroup analysis C P performance 39 management If 2 Scientific methods models link presumed causes with outcomes of practical value and interest A f specific variables contingency variables discovered variables with undisclosed variables CT proven variables nonproven variables If 3 From its scientific heritage organizational behavior has developed all of the following EXCEPT A f an interdisciplinary body of knowledge B P contingency thinking C i use of scientific methods I 4 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 f observable culture B P common culture C P implicit culture If 5 Three important levels of cultural analysis in organizations are A f shared objectives shared values and shared mission BF explicit culture implicit culture and common assumptions lp DJ implicit culture shared values and common experiences 6 Managers can modify the of culture such as the language stories rites rituals and sagas It BAquot oral aspects CT verbal aspects DJquot vocal aspects 7 According to the research conducted on the nature of managerial work which of the following is false A f managers work at fragmented and varied tasks B P managers work with many communication 39 media C P managers work long hours It 8 Scientific methods models are simplified views of reality that try to identify major factors and forces underlying realworld phenomenon If B t False 9 When it comes to ethics and morality scholar Archie B Carroll draws a distinction between AT immoral managers amoral managers and ethical managers Buquot amoral managers ethical managers and moral managers CT immoral managers ethical managers and unethical managers If 10 are important to spot since nonverbals can add insight into what is really being said in facetoface communication A f Mangled messages Buquot Merged messages It D f Perceptual distractions 11 The difficulties with crosscultural communication are perhaps most obvious with respect to A f geographic differences B i lifestyle differences If D f religious differences 12 Which of the following statements about the role of language in crosscultural communication is NOT correct Members of lowcontext cultures are very explicit in using the spoken and written word In highcontext cultures must of the message communicated must be B P inferred or interpreted from the context which includes body language the physical setting and past relationships r In DJ Australia Canada and the United States have lowcontext cultures 13 Each of the following is a characteristic of highperformance teams EXCEPT A f highperformance teams have strong core values BF members of highperformance teams have the right mix of skills highperformance teams turn a general sense of purpose into specific P performance objectives In 14 typically work with a target completion date and disband once their purpose has been fulfilled It B i Teams that review things C i Teams that run things D f Teams that study things 15 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 f Teams that review things B P Teams that make or do things It D f Teams that evaluate things 16 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 If B E unassertive authoritative command D f accommodation CT 17 Sheila is assertive and uncooperative in dealing with others during conflict She goes against the wishes of others and uses her authority to gain compliance Sheila uses which conflict management style Itquot Buquot compromise CT collaboration DJ accommodation 18 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 If BAquot compromise CF competition DJ avoidance 19 Process theories focus on I B t who will be a more appropriate manager for an employee C E why a person decides to behave in a certain way relative to available rewards 39 and work opportunities D f how a person will respond to types of leadership direction 20 Content theories attempt to explain work behaviors based on A f perceptions onthejob I CF the impact of individual ethics on business decisions D f the relationship between values and attitudes 21 In the context of motivation persistence refers to an individual s choice when presented with a number of possible alternatives B t the different needs that an individual is trying to satisfy C t the amount of effort a person puts forth It AT 22 Unlocking the full potential of teams and teamwork rich in diversity is one of the great advantages of highperformance organizations If B i False 23 Research indicates that diversity among team members rarely creates performance difficulties early in the team s life or stage of development A f True It 24 Which of the following statements about heterogeneous teams is not accurate IP B t unlocking the full potential of teams and teamwork rich in diversity is one of the great advantages of highperformance organizations diversity offers a rich pool of information talent and varied CT perspectives that can help improve team problem solving and increase creativity heterogeneous teams have members who are diverse in demography D f experiences life styles and cultures among other variables 25 Job burnout manifests itself as a loss of interest in and satisfaction with a job due to stressful working conditions If B i False 26 Employee assistance programs are designed to provide help to employees who are experiencing personal problems and the stress associated with them If B i False 27 Stress is a potential source of both anxiety and frustration which can harm the body s physiological and psychological wellbeing over time A f True Ii 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 firms the legitimacy of those at the top increasingly derives from their positions as representatives for various constituencies Tr AT in other societies higher authority does not have a bureaucratic or C i 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 DJ 29 Directives falling within the zone of indifference are Ii B i subjected to severe scrutiny CT rejected D f subjected to slight scrutiny 30 Which one of the following statements does NOT provide an accurate description of Stanley Milgram s experiments In 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 C i 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 D f people obey the commands of an authority figure even if they believe they are endangering the life of another person BI 31 A highperforming team can be created by communicating highperformance standards having members spend time together creating a sense of urgency making sure members have the right skills and rewarding high performance If B i False 32 A highperforming team can be created by ensuring that new information is kept to a minimum and by giving negative feedback It B P False 33 Highperformance teams have strong core values that help guide their attitudes and behaviors in directions consistent with the team s purpose It B i False 34 Four of the CLT leadership dimensions are charismaticvalue based systematic future orientation performance Bnquot implicit explicit specific detailed CT autonomous participative driven focusoriented Ii 35 is often used in combination with vertical leadership I B t individual leadership C t organizational goal setting D f power negotiation 36 All of the following statements about fullrange leadership theory are true EXCEPT IFF D some scholars consider the FRLT as an approach that could serve as a BT general leadership model that would trim or eliminate the numerous models now emphasized today B the approach is built around revisions to Bass Multifactor Leadership Questionnaire A the theory currently consists of nine factors including five transformational three transactional one nontransactional factor F 37 Large systems tend to be susceptible to the boiled frog phenomenon 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 It B P False 38 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 f impatience trap B t immobility trap C t proactive phenomenon It 39 The obvious organizational design response to uncertainty and volatility is to opt for a more form Anquot mechanistic If Cw centralized DJ bureaucratic
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