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Question
A person can be a weak leader and still be an effective manager, especially if she or he happens to be managing people who have a clear understanding of their jobs and a strong internal drive to work.
Answer
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Related questions
Q:
Underlying paradigms, whether consciously or unconsciously developed, become powerful guides to managerial behavior.
Q:
Fact premises are acquired only through direct lifelong learning.
Q:
The philosophy of organizational behavior held by a manager stems from fact premises and value premises.
Q:
Why is the human resources approach often called the supportive approach?
Q:
Why do people deserve to be treated differently from other factors of production, such as land, capital, and technology?
Q:
A cost-benefit analysis:
A) determines whether potential actions will have a net positive or net negative effect.
B) forces managers to merely look at the immediate implications of their actions.
C) is done to arrive at a point where costs and revenues become equal.
D) is a statistical process that helps determine relationships among several variables.
Q:
Which of the following statements is a fundamental element of the systems approach to organizational behavior?
A) Systems generally require inputs and produce outputs.
B) Systems produce both intended and unintended consequences.
C) The consequences of systems should be examined on both a short-term and long-term basis.
D) All of the above.
Q:
When an organizations goals and actions are ethical, _____ objectives are more likely to be met.
A) individual
B) organizational
C) social
D) all of the above
Q:
Theory and research form a natural foundation for _____, which is the conscious application of conceptual models and research results in order to improve individual and organizational performance at work.
A) speculation
B) morale
C) attitude
D) practice
Q:
According to the results-oriented approach, if fewer inputs are used to produce the same amount of outputs, productivity decreases.
Q:
The human relations approach to organizational behavior discourages the practice of making universal assumptions about people.
Q:
Organizations need to treat employees in an ethical manner in order to attract and retain valuable employees.
Q:
Social systems are _____ that interact with their surroundings.
A) closed systems
B) open systems
C) isolated systems
D) virtual systems
Q:
By recognizing and rewarding high-producing individuals, organizations identify them as role models to emulate while also reinforcing the organizations values.
Q:
People with a strong work ethic have a lower level of commitment to the organization than other employees.
Q:
Patterns of decision making can indicate a cultural difference.
Q:
The psychological contract defines the conditions of an employees physical involvement with the social system exclusively.
Q:
Cultures provide workers merely with indirect cues on how to succeed.
Q:
Chapter 4
Social Systems and Organizational Culture
True/False Questions
Q:
What is the difference between open questions and closed questions? Give an example of each.
Q:
Describe communication overload.
Q:
Identify at least four conditions that can encourage acceptance of a communication.
Q:
Boundary spanning is a source of status and potential power.
Q:
How much does the apple pie cost? is an example of an open question.
Q:
Lack of awareness of social cues can create a semantic smog.
Q:
How does the custodial model impact employees?
Q:
Explain briefly the assumptions of McGregors Theory X.
Q:
In the system model, employees experience a sense of _____ for the organization and its products or servicesa feeling of possessiveness, responsibility, identity, and sense of belongingness.
A) empathy
B) self-actualization
C) passive cooperation
D) psychological ownership
Q:
The collegial model tends to be more useful with _____.
A) creative work
B) an intellectual environment
C) considerable job freedom
D) all of the above
Q:
The custodial approach to organizational behavior leads to:
A) a feeling of participation and task involvement in the organization.
B) inculcation of self-discipline.
C) increased self-motivation.
D) employee dependence on the organization for security.