Mgt 5590 - Final Study Guide

Front 1

A person's _____________ power can be changed by rewriting their job description

Back 1

Legitimate
(p. 341-2)

Front 2

The dimension of _______________ refers to the extent to which expectations regarding the means and ends of work are specified, written and enforced

Back 2

Formalization
(p. ?)

Front 3

According to the Organizational Encounter, the motto of top leadership companies " such as Johnson & Johnson

Back 3

(p. 442?)

Front 4

The following are characteristics of a hardy person

Back 4

They believe that they can control the events they encounter.
They are extremely committed to the activities in their lives.
They treat change in their lives as a challenge.
(p. 248)

Front 5

Burnout is a psychological process that can result in following:

Back 5

Unrelieved work stress
Emotional exhaustion
De-personalization
Feeling of decreased accomplishments
(p. 254)

Front 6

The following are types of formal groups

Back 6

Command group
Task group
Team
(p. 280-1)

Front 7

_______________ seeks to resolve conflict by placing maximum focus on both groups' concerns

Back 7

Problem solving
(p. 319)

Front 8

____________ is characterized by uncertainty about the purpose, structure, and leadership of the group.

Back 8

Forming
(p. 283)

Front 9

According to the text, all the following contribute to decision-making anxiety

Back 9

The decision is an important one psychologically or financially.
There are a number of forgone alternatives.
The forgone alternatives have many favorable features.
(p. 421)

Front 10

The ____________ stage can be marked by very positive emotions centering on successful tak accomplishment, but it can also be a source of feeling of loss

Back 10

adjourning
(p. 284)

Front 11

If a group is highly cohesive but has goals that are not congruent with those of the formal organization, then group behavior will probably be considered _______________ by the sponsoring organization

Back 11

Negative
(p. 290)

Front 12

Problems typically result from a determination that a discrepancy exists between current reality and

Back 12

a desired state
(p. ?)

Front 13

The experience of work-related and non-work stress producess _________outcomes

Back 13

Physiological
Emotional
Behavioral
(p. 259)

Front 14

A support department is being flooded with low-level technical calls. To help with the problem, the IT department adds a frequently-asked questions page to the company web site.

Back 14

Joint problem solving
(p. 326)

Front 15

Organizational researcher Richard Hackman identified all of the following as being important to group effectiveness

Back 15

1. The extent to which the group’s productive output meets the standards of quantity, quality, & timeliness of the users of the output
2. The extent to which the group process of actually doing the work enhances the capability of group members to work together interdependently in the future.
3.The extent to which the group experience contributes to the growth and well-being of its members.
(p. 292)

Front 16

Virtual teams with the highest levels of trust displayed all of the following traits

Back 16

Non-work social interaction
Each member has a set of clear task roles
Demonstrated positive attitudes.
(p. 295)

Front 17

According to the Management Pointer, leader-member relations can be modified through all of the following

Back 17

Request particular people for work in the group.
Effective transfers of particular subordinates out of the unit.
Volunteer to direct difficult or troublesome subordinates.
(p. ?)

Front 18

For any employee assistance program to be a success, employees must trust in all of the following

Back 18

The program can/will provide real help
Confidentiality will be maintained
Carries no negative implication for job security
(p. 263)

Front 19

_____________ was definded in the text as the comfort, assistance or information one receives through formal or informal contacts with individuals or groups

Back 19

Social Support
(p. 258)

Front 20

All of the following are types of group interdependence

Back 20

Pooled, sequential and reciprocal

Front 21

_____________ communication is the least used channel of communication

Back 21

Diagonal
(p. 379)

Front 22

Distributive negotiating is also known as __________ negotiating

Back 22

Win-lose
(p. 325)

Front 23

The thinking and discussion of leadership has evolved over the years from a trait-based approach to the concept _________

Back 23

team without bosses

Front 24

The influence tactic of coalition is most likely to result in

Back 24

Legitimating personal appeals, use pressure, exchange tactics:
Resistence 53% / Compliance 44% / Comminment 3%
(p. 355)

Front 25

A negotiator from which of the following countries would have the most indirect communications style

Back 25

Japan 27%
(p. 329-30)

Front 26

All of the following are types of coping activities

Back 26

Coping by:
Prevention, Information, and Absorption
(p. 348-9)

Front 27

All of the following generally represent politically motivated behavior

Back 27

1. Behavior that usually is outside the legitimate, recognized power system.
2. Behavior that is designed to benefit an individual or subunit, often at the expense of the organization in general.
3. Behavior that is intentional and is designed to acquire and maintain power.

Front 28

One of the largest known spammers is equipped to send out 1 billion emails per _____________

Back 28

hour
(p. 391)

Front 29

The conflict potential in ___________________ is relatively low.

Back 29

Pooled interdependence
(p. 313)

Front 30

The phases of listening include all of the following

Back 30

Perception
Interpretation
Evaluation
Action
(p. 388)

Front 31

The use of teams in the US was triggered by ___________
economic accomplishments and the belief that the use of teams contributed significantly to that scuccess

Back 31

Japan

Front 32

All jobs contain some degree of the right to _____________ within prescribed limits

Back 32

Make decision

Front 33

The exception rule of management states that ______________

Back 33

only significant deviations from policies and procedures should be bought to the attention supervisor

Front 34

_____________ is the ablility to put oneself in the other person's role and to assume that individuals viewpoints and emotions

Back 34

Empathy

Front 35

In the bounded rationality approach, all of the following assumptions are made

Back 35

- Manger rarely has information they need or want
- Decision maker unaware of alts and unable to predict consequences.
- Early alts and solutions are quickly adopted because of constraints and limitations.
- Org’s goals constrain decision making.
- Conflicting goals of different constituents (e.g., employees, suppliers, customers, and boards) can restrict decisions, forcing a compromise solution.
(p. 416)

Front 36

With an organic structure, communications flow __________ through the organization

Back 36

right

Front 37

The rationale for grouping jobs rests on the need to _________ them

Back 37

coordinating

Front 38

The opposite of reward power to _____________ power.

Back 38

coercive
(p. 342)

Front 39

All of the following were cited as explanations of why decision makers still make unethical choices

Back 39

They feel pressure to perform exceptionally well
They think since everyone else is doing it, so must they to remain competitive
The practice of being secretive and nonrevealing is considered important in some organizations
They fail to take responsibility for problems.
They focus on cost before safety when there is a choice.
(p. 419)

Front 40

The potential for dissonance in influenced by all the following

Back 40

One’s personality, specifically one’s self-confidence and ability to be persuaded.
What type of risk taker you are along with your potential for anxiety.
Your perceptions and value system.
(p. 421)

Front 41

All of the following are forms of indirect feedback

Back 41

Declines in productivity,
Poor quality of production,
Increased absenteeism or turnover, and
Lack of coordination and/or conflict between units
(p. 376)

Front 42

Initiating structure designates behavior in which the leader

Back 42

Organizes and finds relationships in the groups and tends to establish well defined pattern.
The leader with a high initiating structure tendency focuses on goals and results.
(p. 446)

Front 43

The ____________________ theory of leadership advocates that leaders understand their own behavior

Back 43

situtional leadership

Front 44

Making decisions without input from your subordinates or securing input from subordinates and then making the decision yourself represents the ___________________ style of decision making

Back 44

Autocratic
(p. 424)

Front 45

During a crisis, the catecholamine suppresses parts of the brain dealing with all of the following

Back 45

Memory concentration and rational thought

Front 46

All of the following should be taken into consideration when deciding how much authority to delegate to a particular job or employee

Back 46

The amount of specialization within the division of labor
The degree of delegation of authority among key employees
The basis for departmentalization
The number of employees in one’s span of control
(p. 483 based on graph)

Front 47

Generally, the issue of span of control comes down to how many ______________ a manager can oversee

Back 47

people
(p. 493)

Front 48

A subunit possesses power if its activites have more______________ impact than those of other subunits

Back 48

Immediate or urgent
(p. 394)

Front 49

According to the organizational enounter in the text
researcher Paul C. Nutt indentified all of the following decision-making traps

Back 49

1. Failing to understand people’s concerns and competing claims.
2. Overlooking people’s interests and commitments.
3. Defining expectations in an unclear manner.
4. Limiting the search for alternatives and remedies.
5. Misusing evaluations of possible alternatives.
6. Ignoring or downplaying ethical questions.
7. Neglecting to analyze the results of the decision to understand what worked and didn't work.
(p. 418)

Front 50

In a review of 33 studies Ralph Stogdill found that ___________

Back 50

leaders were more intelligent than followers.