Principles Of Management Exam 4

Front 1

Leaders serve people best when they help others become better contributors to organizations.

Back 1

TRUE
Leaders serve people best by helping them develop their own initiative and good judgment, enabling them to grow, and helping them become better contributors.

Front 2

The best leaders are cautious or even reticent about showing people their appreciation.

Back 2

FALSE
Kouzes and Posner suggest that the best leaders encourage the heart by showing appreciation, providing rewards, and using various approaches to motivate people in positive ways.

Front 3

The focus of the original LMX theory is primarily on the leader behaviors that are historically considered group maintenance.

Back 3

TRUE
The focus in the original LMX theory formulation, which has since been expanded, is primarily on the leader behaviors historically considered group maintenance, such as trust, open communication, mutual respect, mutual obligation, and mutual loyalty.

Front 4

The democratic style of leadership results in the most positive attitudes, whereas an autocratic approach results in somewhat higher performance.

Back 4

TRUE
A classic study comparing autocratic and democratic styles found that a democratic approach resulted in the most positive attitudes, whereas an autocratic approach resulted in somewhat higher performance.

Front 5

The Vroom model emphasizes the participative dimension of leadership: how leaders go about making decisions.

Back 5

TRUE
The Vroom model emphasizes the participative dimension of leadership: how leaders go about making decisions. The model uses the basic situational approach of assessing the situation before determining the best leadership style.

Front 6

Fiedler's contingency model of leadership takes a situational approach to leadership.

Back 6

TRUE
Fiedler's contingency model of leadership effectiveness is a situational approach to leadership postulating that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation.

Front 7

According to path-goal theory, for highly authoritarian people, a participative leadership style is more appropriate.

Back 7

FALSE
Path-goal theory states that personal characteristics determine the appropriateness of various leadership styles. For example, a directive leadership style is more appropriate for highly authoritarian people because such people respect authority.

Front 8

There are situations in which leadership is unnecessary or has little impact, and other environmental factors may effectively act in its place.

Back 8

TRUE
Sometimes leaders don't have to lead, or situations constrain their ability to lead effectively. The situation may be one in which leadership is unnecessary or has little impact. Substitutes for leadership can provide the same influence on people as leaders otherwise would have.

Front 9

Which type of power is dominant when a leader utilizes her ability to control punishments?
A. Legitimate power.
B. Reward power.
C. Coercive power.
D. Referent power.
E. Expert power.

Back 9

C. Coercive power.

A leader with coercive power has control over punishments; people comply to avoid those punishments.

Front 10

At the architecture firm where Jamie works, her manager is a personable and likable person who is quite popular. Jamie has said that if she were the manager, she would manage just as he does, and she likes working with him. This manager seems to have a high degree of
A. Legitimate power.
B. Reward power.
C. Coercive power.
D. Referent power.
E. Expert power.

Back 10

D. Referent power.
A leader with referent power has personal characteristics that appeal to others; people comply because of admiration, personal liking, a desire for approval, or a desire to be like the leader.

Front 11

A set of leader characteristics that reflect a high level of effort and a high need for achievement is identified as
A. Effort power.
B. Integrity.
C. Drive.
D. Charisma.
E. Motivation.

Back 11

C. Drive.
One leadership trait is drive. Drive refers to a set of characteristics that reflect a high level of effort, including high need for achievement, constant striving for improvement, ambition, energy, tenacity (persistence in the face of obstacles), and initiative.

Front 12

Integrity as an identified leadership trait refers to
A. The disconnect between action and words.
B. Honesty and credibility.
C. The ability to overcome obstacles.
D. Self-discipline.
E. Rationality.

Back 12

B. Honesty and credibility.
One leadership trait is integrity. Integrity is the correspondence between actions and words. Honesty and credibility, in addition to being desirable characteristics in their own right, are especially important for leaders because these traits inspire trust in others.

Front 13

The categories of behaviors that have received particular attention in the research on leadership are
A. Autocratic, democratic, and laissez-faire.
B. Task performance, group maintenance, and employee participation in decision making.
C. Leader preferences, follower preferences, environmental factors.
D. Rate of change and complexity.
E. Motivation, communication, and stress management.

Back 13

A. Autocratic, democratic, and laissez-faire.
The behavioral approach downplays personal characteristics in favor of the actual behaviors that leaders exhibit. Studies of leadership behavior have considered the degree to which leaders emphasize task performance versus group maintenance and the extent to which leaders invite employee participation in decision making.

Front 14

Leaders who emphasize quality, accuracy, quantity of output, and following the rules are
A. Employee-centered.
B. Task-oriented.
C. Consideration-centered.
D. Initiating structure.
E. Generally less productive.

Back 14

B. Task-oriented.
Task performance behaviors are the leader's efforts to ensure that the work unit or organization reaches its goals. These leaders focus on work speed, quality and accuracy, quantity of output, and following the rules.

Front 15

The leadership perspective that proposes that universally important traits and behaviors do not exist and that effective leadership behavior varies from circumstance to circumstance is known as the
A. Situational approach.
B. Behavioral approach.
C. Trait approach.
D. Vroom model of leadership.
E. Charismatic leadership.

Back 15

A. Situational approach.
According to proponents of the situational approach to leadership, effective leader behaviors vary from situation to situation. The leader should first analyze the situation and then decide what to do.

Front 16

Which situational approach theory postulates that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation?
A. The Vroom model.
B. Hersey and Blanchard's situational theory.
C. Path-goal theory.
D. Leadership Grid.
E. Fiedler's contingency model.

Back 16

E. Fiedler's contingency model.
Fiedler's contingency model of leadership effectiveness is a situational approach to leadership postulating that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation.

Front 17

Path-goal theory is concerned with
A. The relationship of follower maturity to leader behaviors.
B. How leaders influence subordinates' perceptions of their work and how their goals might be attained.
C. The level of participation that a leader might allow a workgroup to assume under varying conditions.
D. The personal style of the leader in combination with the maturity level of followers.
E. None of the above.

Back 17

B. How leaders influence subordinates' perceptions of their work and how their goals might be attained.
Path-goal theory gets its name from its concern with how leaders influence followers' perceptions of their work goals and the paths they follow toward goal attainment.

Front 18

A person who is dominant, self-confident, convinced of the moral righteousness of his or her beliefs, and able to arouse a sense of excitement and adventure in followers is known as a(n)
A. Authentic leader.
B. Servant-leader.
C. Charismatic leader.
D. Bridge leader.
E. Pseudotransformational leader.

Back 18

C. Charismatic leader.
Charismatic leaders are dominant and exceptionally self-confident, and they have a strong conviction in the moral righteousness of their beliefs. They strive to create an aura of competence and success and communicate high expectations for and confidence in followers. Ultimately, charismatic leaders satisfy other peoples' needs.

Front 19

Which of the following statements is true regarding authentic leadership?
A. It is rooted in ancient Greek philosophy.
B. It is a style in which the leader is true to himself or herself while leading.
C. It can take the form of honesty, genuineness, integrity, and reliability.
D. Its leaders can be trusted and care about public interests.
E. All of these.

Back 19

E. All of these.
Authentic leadership is rooted in the ancient Greek philosophy "To thine own self be true." In your own leadership, you should strive for authenticity in the form of honesty, genuineness, reliability, integrity, and trustworthiness. Authentic transformational leaders care about public interests (community, organizational, or group), not just their own. They are willing to sacrifice their own interests for others, and they can be trusted.

Front 20

As a consultant to a local manufacturing facility, you are conducting a leadership training seminar. You encounter several managers who believe that they can describe the keys to their success:

4. Liz says that all the others should use her secret: "If I can't get someone to work, I just take away their leave privileges and that corrects that problem!"

20. Liz is exhibiting which type of power?
A. Referent.
B. Expert.
C. Legitimate.
D. Reward.
E. Coercive.

Back 20

E. Coercive.
A leader with coercive power has control over punishments; people comply to avoid those punishments.

Front 21

Motivation refers to forces that energize, direct, and sustain a person's efforts.

Back 21

TRUE
Motivation refers to forces that energize, direct, and sustain a person's efforts. All behavior, except involuntary reflexes, is motivated.

Front 22

Stretch goals are targets that are particularly demanding, sometimes even thought to be impossible.

Back 22

TRUE
Some firms today set stretch goals, which are targets that are exceptionally demanding and that some people would never even think of. Impossible though stretch goals may seem to some, they often are in fact attainable.

Front 23

Instrumentality is employees' perception of the likelihood that their efforts will enable them to attain their performance goals.

Back 23

FALSE
Expectancy is people's perceived likelihood that their efforts will enable them to attain their performance goals. Instrumentality is the perceived likelihood that performance will be followed by a particular outcome.

Front 24

Increasing expectancies, identifying positively valent outcomes, and making performance instrumental toward positive outcomes are all managerial implications of expectancy theory.

Back 24

TRUE
Expectancy theory helps the manager zero in on key leverage points for influencing motivation. Three implications are crucial: increasing expectancies, identifying positively valent outcomes, and making performance instrumental toward positive outcomes.

Front 25

For leaders and managers in the United States, the needs for achievement, growth, and self-actualization are important, but they are not necessarily important in other countries.

Back 25

TRUE
Achievement, growth, and self-actualization are profoundly important in the United States, Canada, and Great Britain. But these needs are not universally important. Every manager must remember that need importance varies from country to country and that people may not be motivated by the same needs.

Front 26

Andrea works in a pet store. She likes her job because she works in a different area of the store every time she goes to work. Andrea's boss is using job enlargement to keep her motivated.

Back 26

FALSE
Job rotation refers to changing from one routine task to another to alleviate boredom. Job enlargement is similar to job rotation in that people are given different tasks to do. But whereas job rotation involves doing one task at one time and changing to a different task at a different time, job enlargement means that the worker has multiple tasks at the same time.

Front 27

A satisfied worker is always more productive than a dissatisfied one.

Back 27

FALSE
A satisfied worker is not necessarily more productive than a dissatisfied one; sometimes people are happy with their jobs because they don't have to work hard.

Front 28

A psychological contract refers specifically to what employees think is a fair wage or salary for the work that is required.

Back 28

FALSE
In employees' minds there exists a psychological contract, a set of perceptions of what they owe their employers and what their employers owe them. This contract, whether it is seen as being upheld or violated, and whether the parties trust one another or not, has important implications for employee satisfaction and motivation and the effectiveness of the organization.

Front 29

According to the guidelines of goal-setting theory, which of the following goals is likely to stimulate performance?
A. Increase quality levels.
B. Obtain revenue growth of 15 percent over last year.
C. Sell 85 percent of defective items overseas within two years.
D. Develop a cure for AIDS this year.
E. Employees who are late for work will be docked a half day's pay.

Back 29

B. Obtain revenue growth of 15 percent over last year.
Well-crafted goals are meaningful, acceptable to employees, challenging but attainable, specific, and quantifiable, among other characteristics.

Front 30

According to what law, behavior that is followed by positive consequences will likely be repeated?
A. The law of consequences.
B. The law of repetition.
C. The law of large numbers.
D. The law of effect.
E. The law of reinforcement.

Back 30

D. The law of effect.
In 1911 psychologist Edward Thorndike formulated the law of effect: behavior that is followed by positive consequences probably will be repeated.

Front 31

Removing or withholding an undesirable consequence is
A. Negative reinforcement.
B. Punishment.
C. Extinction.
D. Positive reinforcement.
E. Empowerment.

Back 31

A. Negative reinforcement.
Negative reinforcement is removing or withholding an undesirable consequence. For example, a manager takes an employee (or a school takes a student) off probation because of improved performance.

Front 32

The performance-to-outcome link in expectancy theory is called
A. Valence.
B. Instrumentality.
C. Expectancy.
D. Equity.
E. Hygiene-motivation linkage.

Back 32

B. Instrumentality.
Instrumentality is the perceived likelihood that performance will be followed by a particular outcome. According to Figure 13.2, instrumentality is the link between performance and outcome.

Front 33

According to Maslow, a(n) ________ need describes a need for friendship, affection, belonging, and love.
A. self-actualization
B. ego
C. safety or security
D. physiological
E. social

Back 33

E. social
In Maslow's need hierarchy, social needs include friendship, affection, belonging, and love.

Front 34

Giving people additional tasks at the same time to alleviate boredom is referred to as
A. Job enrichment.
B. Task significance.
C. Job enlargement.
D. Task identity.
E. Interest enhancement.

Back 34

C. Job enlargement.
Job enlargement means that the worker has multiple tasks at the same time. Thus an assembly worker's job is enlarged if he or she is given two tasks rather than one to perform. In a study of job enlargement in a financial services organization, enlarged jobs led to higher job satisfaction, better error detection by clerks, and improved customer service.

Front 35

The job design in which workers are given more activities to perform and more discretion about how to perform them is called
A. Job rotation.
B. Job enlargement.
C. Job enrichment.
D. Job specialization.
E. Job exchange.

Back 35

C. Job enrichment.
Job enrichment means that jobs are restructured or redesigned by adding higher levels of responsibility. This practice includes giving people not only more tasks but higher-level ones, such as when decisions are delegated downward and authority is decentralized.

Front 36

Which of the following describes Herzberg's motivators?
A. Characteristics of the workplace.
B. Capable of making employees unhappy even if they are well managed.
C. Capable of satisfying and motivating workers.
D. Company structures like policies, working conditions, pay, and supervision.
E. Even when well managed, employees will not get the development they need.

Back 36

C. Capable of satisfying and motivating workers.
Motivators describe the job itself, that is, what people do at work. Motivators are the nature of the work itself, actual job responsibilities, opportunity for personal growth and recognition, and the feelings of achievement the job provides. According to Herzberg, the key to true job satisfaction and motivation to perform lies in this category of factors.

Front 37

Empowerment encourages what set of beliefs among employees?
A. Clarity, power, self-confidence, reinforcement.
B. Meaning, competence, self-determination, impact.
C. Information, knowledge, rewards.
D. Earning, refinement, understanding.
E. Professionalism, perfection, mobility.

Back 37

B. Meaning, competence, self-determination, impact.
Empowerment changes employees' beliefs from feeling powerless to believing strongly in their own personal effectiveness. Specifically, empowerment encourages the following beliefs among employees: finding meaning in their work, feeling competence, having a sense of self-determination, and having an impact.

Front 38

Suppose that your employee Umberto has been having trouble with the paperwork he must do for his job. Your goal is for the employee to improve his performance; that is, decrease his rate of errors. You are considering two approaches:



1. Option 1 is to spend time with Umberto every day helping him with his job. This is an appealing option to Umberto because he appreciates the attention and sees it as a positive reward.
2. Option 2 is to tell Umberto that has now lost his incentive option until his performance improves.
3. Option 3 is to tell Umberto that you are not taking away his incentive option for the coming quarter provided he makes improvements.

38. Option 2 in this scenario is an example of
A. Positive reinforcement.
B. Punishment.
C. Negative reinforcement.
D. Extinction.
E. Psychological contract.

Back 38

B. Punishment.
Punishment is administering an aversive consequence.

Front 39

Suppose you have a group of employees whom you find very difficult to motivate. One of them, a young man named Carlos, consistently tells you that he doesn't believe he will ever succeed. He regularly tells his colleagues, "No matter how well I do in this job, I'll never get a raise or promotion." Another named Susan simply doesn't care about any of the rewards that your organization offers, so she says, "It just isn't worth it to me to work that hard!" The third, an employee named Jeannie, feels that she is no longer able to keep up in her job, and that she is no longer physically able to do the job, so there is little use in trying.

39. Susan illustrates which of the following concepts?
A. High expectancy.
B. Low instrumentality.
C. Negative valence.
D. Low equity.
E. High empowerment.

Back 39

C. Negative valence.
Valence is the value the person places on the outcome. Valences can be positive, as a Hawaiian vacation would be for most people, or negative, as in the case of the other salespeople's resentment.

Front 40

Caroline is a marketing representative for a publishing house. She is about to set her yearly goals with the manager of her department. There are a few goals that they are considering:

1. Increase her sales from 10,000 units to 20,000.
2. Design a cause marketing event to benefit St. Jude's Children's Hospital.
3. Develop a campaign to promote a product to overweight teens.

40. Caroline knows that in a great year a representative may improve her sales by about 25 percent, so which of the following goal criteria would be a problem for the first goal listed above?
A. Meaningful.
B. Challenging but attainable.
C. Acceptable.
D. Well compensated.
E. Specific and quantifiable.

Back 40

C. Acceptable.
Acceptable, maximally motivating goals are challenging but attainable. In other words, they should be high enough to inspire better performance but not so high that people can never reach them.

Front 41

Teams typically provide fewer contributions to organizations than can be justified by the costs of managing them.

Back 41

FALSE
Teams can increase productivity, improve quality, and reduce costs. By adopting a team structure and culture, Battle Creek, Michigan-based Summit Pointe, a mental health organization, has saved millions of dollars while improving patient care. Honeywell's teams saved more than $11 million after reducing production times and shipping more than 99 percent of orders on time.

Front 42

Project and development teams work on short-term projects.

Back 42

FALSE
Project and development teams work on long-term projects, often over a period of years. They have specific assignments, such as research or new product development, and work toward a one-time product, disbanding once their work is completed.

Front 43

Transnational teams tend to be virtual teams.

Back 43

TRUE
Transnational teams are work teams composed of multinational members whose activities span multiple countries. Transnational teams tend to be virtual teams, communicating electronically more than face-to-face, although other types of teams may operate virtually as well.

Front 44

Check-ins during meetings are an important feature of a well-run meeting for a virtual team.

Back 44

TRUE
Virtual teams communicate electronically more than face-to-face. To manage a meeting, it is important to ensure through check-ins that everyone is engaged and heard from.

Front 45

Virtual teams are also referred to as autonomous work groups.

Back 45

FALSE
Autonomous work groups, or self-managed teams, control decisions about and execution of a complete range of tasks, such as acquiring raw materials and performing operations, quality control, maintenance, and shipping.

Front 46

Self-managed teams, compared to traditionally managed teams, have more productivity but experience higher costs.

Back 46

FALSE
When teams reach the point of being truly self-managed, results have included lower costs and greater levels of team productivity, quality, and customer satisfaction. Overall, autonomous teams are known to improve the organization's financial and overall performance, at least in North America.

Front 47

Team leadership, as contrasted with supervisory or participative leadership, is demonstrated by the containment of conflict.

Back 47

FALSE
According to Figure 14.1, with team leadership, teams make the most of team differences. Conflict is contained with supervisory leadership and resolved with participative leadership.

Front 48

Some customers for a team's output may be inside the organization.

Back 48

TRUE
The productive output of the team, one of three criteria for effectiveness, should meet or exceed the standards of quantity and quality; the team's output should be acceptable to the customers, inside or outside the organization, who receive the team's goods or services.

Front 49

Teamwork is best motivated by tying rewards to individual contributions to the team.

Back 49

FALSE
Ultimately, teamwork is motivated by tying rewards to team performance. If team performance can be measured validly, team-based rewards can be given accordingly.

Front 50

The role of team maintenance specialist is filled by an individual who has particular job-related skills and abilities.

Back 50

FALSE
Task specialist roles are filled by individuals who have particular job-related skills and abilities. These employees keep the team moving toward accomplishment of the objectives. Team maintenance specialists develop and maintain harmony within the team.

Front 51

As part of a team, the gatekeeper stays abreast of current information in scientific and other fields and informs the group of important developments.

Back 51

TRUE
A specific type of role that spans team boundaries is the gatekeeper, a team member who stays abreast of current information in scientific and other fields and informs the group of important developments. Information useful to the group can also include information about resources, trends, and political support throughout the corporation or the industry.

Front 52

Parading means the team's strategy is to simultaneously emphasize internal team building and achieve external visibility.

Back 52

TRUE
Parading means the team's strategy is to simultaneously emphasize internal team building and achieve external visibility.

Front 53

The compromise strategy for conflict resolution involves moderate use of both cooperation and assertiveness.

Back 53

TRUE
Compromise as a conflict management strategy involves moderate attention to both parties' concerns, being neither highly cooperative nor highly assertive. This style results in satisficing but not optimizing solutions.

Front 54

Superordinate goals are higher-level goals taking priority over specific individual or group goals.

Back 54

TRUE
Goal displacement in teams can be avoided by invoking superordinate goals: higher-level organizational goals toward which everyone should be striving and that ultimately need to take precedence over personal or unit preferences.

Front 55

When teams are geographically dispersed, team members tend to experience more trust and less conflict.

Back 55

FALSE
When teams are geographically dispersed, as is often the case for virtual teams, team members tend to experience more conflict and less trust.

Front 56

Communication noise is
A. Audible disruptions to the communications process.
B. Avoidable by selecting quiet channels.
C. Anything that interferes with accurate communication.
D. An important way to gain the attention of the receiver.
E. Anything that causes a receiver to seek information elsewhere.

Back 56

C. Anything that interferes with accurate communication.
The communication process often is hampered by noise, or interference in the system, that blocks perfect understanding. Noise could be anything that interferes with accurate communication: ringing telephones, thoughts about other things, or simple fatigue or stress.

Front 57

One-way communication is ________ than two-way communication.
A. easier for the sender
B. more time-consuming
C. better for sensitive issues
D. more effective
E. more likely to be understood

Back 57

A. easier for the sender
Because one-way communication is faster and easier for the sender, it is much more common than it should be. A busy executive finds it easier to dash off an e-mail message than to discuss a nagging problem with a subordinate. Also, he doesn't have to deal with questions or be challenged by someone who disagrees.

Front 58

Face-to-face discussions, telephone conversations, and formal presentations are examples of
A. Written communication.
B. Nonverbal communication.
C. Oral communication.
D. One-way communication.
E. Horizontal communication.

Back 58

C. Oral communication.
Oral communication includes face-to-face discussion, telephone conversations, and formal presentations and speeches.

Front 59

E-mail is an example of which communication channel?
A. Nonverbal.
B. Oral.
C. Written.
D. Virtual.
E. Horizontal.

Back 59

C. Written.
Written communication includes e-mail, memos, letters, reports, computer files, and other written documents.

Front 60

__________ offices are mobile offices that use communication tools to allow people to work anywhere.
A. Corporate
B. Business
C. Virtual
D. Electronic
E. Second life

Back 60

C. Virtual
Based on the philosophy that management's focus should be on what people do, not where they are, the virtual office is a mobile office in which people can work anywhere, including their home, car, airport, or customers' offices, as long as they have the tools to communicate with customers and colleagues.

Front 61

The more information or cues a medium sends to the receiver, the _________ the medium is considered.
A. quicker
B. more comprehensive
C. wider
D. richer
E. more complex

Back 61

D. richer
The amount of information a medium conveys is called media richness. The more information or cues a medium sends to the receiver, the richer the medium is.

Front 62

Being a persuasive speaker is improved by
A. Making a hard sell.
B. Being authentic.
C. Referring to notes.
D. Resisting compromise.
E. Eliminating nonverbal messages.

Back 62

Persuasion is not what many people think: merely selling an idea or convincing others to see things your way. Don't assume that it takes a hard sell or resisting compromise. Persuasive speakers are seen as authentic, which happens when speakers are open with the audience, make a connection, demonstrate passion, and show they are listening as well as speaking.

Front 63

The process by which a person states what he or she believes the other person is saying is referred to as
A. Communication.
B. Filtering.
C. Reflection.
D. Discussion.
E. Perception.

Back 63

C. Reflection.
A basic technique called reflection will help a manager listen effectively. Reflection is a process by which a person states what he or she believes the other person is saying. This technique places a greater emphasis on listening than on talking.

Front 64

The process of reflection
A. Facilitates accurate two-way communication.
B. Is the responsibility of the sender.
C. Can be minimized with effective listening techniques.
D. Is not necessary for upward communication.
E. Improves public speaking skills.

Back 64

A. Facilitates accurate two-way communication.
Reflection is a process by which a person states what he or she believes the other person is saying. This technique places a greater emphasis on listening than on talking. When both parties actively engage in reflection, they get into each other's frame of reference rather than listening and responding from their own. The result is more accurate two-way communication.

Front 65

The types of information sent in downward communication in an organization might include
A. An employee's idea for improving a business process.
B. Instructions about one's job.
C. Anxiety about a merger.
D. A focus group's feedback to management.
E. Grievances relative to one's job.

Back 65

B. Instructions about one's job.
Downward communication refers to the flow of information from higher to lower levels in the organization's hierarchy. Providing instructions about a person's job is an example of downward communication.

Front 66

When people have performance problems or exhibit behaviors that need to be changed, _______ is often the best way to help the person change and succeed.
A. coaching
B. feedback
C. criticism
D. open-book management
E. horizontal communication

Back 66

A. coaching
Coaching is dialogue with a goal of helping another be more effective and achieve his or her full potential on the job. When people have performance problems, or exhibit behaviors that need to be changed, coaching is often the best way to help a person change and succeed.

Front 67

Sharing sales, budgets, and financial goals with employees throughout the organization is referred to as
A. Filtering.
B. Open-book management.
C. Coaching.
D. A boundaryless organization.
E. Upward communication.

Back 67

B. Open-book management.
Open-book management is the practice of sharing with employees at all levels of the organization vital information previously meant for management's eyes only. This information includes financial goals, income statements, budgets, sales, forecasts, and other relevant data about company performance and prospects.

Front 68

Subordinates may filter information when reporting to superiors for which of the following reasons?
A. To shield the boss from problems.
B. Because top management typically requires filtered information.
C. To gain the boss's trust.
D. To provoke the boss into an interaction.
E. Because they do not understand reporting relationships.

Back 68

A. To shield the boss from problems.
Subordinates filter information for several reasons: they want to appear competent, they mistrust their boss and fear that if he or she finds out about something they have done they will be punished, they fear that the boss will punish the messenger, or finally, they believe they are helping the boss if they shield him or her from problems.

Front 69

Coordination, conflict resolution, and social support are all important functions of
A. Vertical communication.
B. Horizontal communication.
C. Downward communication.
D. Upward communication.
E. One-way communication.

Back 69

B. Horizontal communication.
Horizontal communication has several important functions: It allows units to share information, coordinate works, and solve mutual problems. It also helps resolve conflicts. Finally, by allowing interaction among peers, it provides social and emotional support.

Front 70

Your first hour at work is spent sorting through different types of information. In a typical day, your assistant stops by the office to check in with you and let you know what "the talk" is around the office; you look at the e-mail messages received the previous day, check your in-box for memos and reports, and check your voicemail for phone messages. Later in the day, you might meet with employees or customers and will sometimes attend formal presentations made by suppliers.

70. When you meet with employees or customers and attend formal presentations, you are most likely getting information via
A. Oral communication.
B. Informal communication channels.
C. The grapevine.
D. Written communication.
E. Electronic media.

Back 70

A. Oral communication.
Oral communication includes face-to-face discussion, telephone conversations, and formal presentations and speeches.

Front 71

Communication

Back 71

The transmission of info and meaning from one party to another through the use of shared symbols.

Front 72

Noise

Back 72

Interference in the system
Blocks perfect understanding
EX
Ringing telephones
Thoughts about other things
Simple fatigue or stress

Front 73

One-way Communication

Back 73

A process in which info flows in only one direction- from the sender to the receiver, with no feedback loop.

Front 74

Web 2.0

Back 74

A set of Internet-based applications that encourage user-provided content and collaboration
social networking, podcasts, RSS, and wikis

Front 75

Advantages of Electronic Comms

Back 75

More info shared
Speedy and efficient
Less expensive

Front 76

Virtual Office

Back 76

Mobile office in which people can work anywhere, as long as they have the tools to communicate with customers and colleagues.

Front 77

Media Richness

Back 77

The degree to which a comms channel conveys info

Front 78

Reflection

Back 78

Process by which a person states what he or she believes the other person is saying.

Front 79

Downward Comms

Back 79

Info that flows from higher to lower levels in the org's hierarchy.

Front 80

Open-book Management

Back 80

Practice of sharing with employees at all levels of the org vital info previously meant for management's eyes only.

Front 81

Upward Comms

Back 81

Info that flows from lower to higher levels in the org's hierarchy.

Front 82

Horizontal Comms

Back 82

Info shared among people on same hierarchical level.
Allows sharing of info, coordination, and problem solving among units.
Help solve conflicts.
Provides social and emotional support to people.

Front 83

Team

Back 83

A small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.

Front 84

Project Development Teams

Back 84

Teams that work on long term projects but disband once the work is completed.

Front 85

Parallel Teams

Back 85

Teams that operate separately from the regular work structure and exist temporarily.

Front 86

Management Teams

Back 86

Teams that coordinate and provide direction to the subunits under their jurisdiction and integrate work among subunits.