Accounting
Anthropology
Archaeology
Art History
Banking
Biology & Life Science
Business
Business Communication
Business Development
Business Ethics
Business Law
Chemistry
Communication
Computer Science
Counseling
Criminal Law
Curriculum & Instruction
Design
Earth Science
Economic
Education
Engineering
Finance
History & Theory
Humanities
Human Resource
International Business
Investments & Securities
Journalism
Law
Management
Marketing
Medicine
Medicine & Health Science
Nursing
Philosophy
Physic
Psychology
Real Estate
Science
Social Science
Sociology
Special Education
Speech
Visual Arts
Question
CPA4U
Gina and Chen are both managers at CPA4U, a large accounting firm. Each has a very different management style. Gina is very outgoing and constantly checking on her subordinates to see if there is any way she can help them to complete their projects. She also brings in fresh flowers for the lunchroom weekly and always remembers everyone's birthday. Chen is much more introverted and communicates with his subordinates mainly through email and he has his subordinates submit daily reports on their progress towards the weekly goals he has assigned them.
Which type of leader is Chen?
A. Servant leader
B. Emotional leader
C. Path-goal leader
D. Task-oriented leader
E. Transformational Leader
Answer
This answer is hidden. It contains 192 characters.
Related questions
Q:
When tasks have high variability and low analyzability, a mechanistic structure works better than an organic structure.
Q:
Decentralization is the preferred strategy for organizations in simple, integrated (one market), and hostile environments.
Q:
Mechanistic structures are better suited to dynamic environments than to stable environments.
Q:
Network structures come close to the perfect example of a mechanistic organizational structure.
Q:
One of the main advantages of network structures is that they ensure the core organization has a high degree of control over production, marketing and other functions.
Q:
A problem with the team-based organizational structure is that employees may experience more stress due to ambiguity of their roles.
Q:
Functional structures tend to have higher dysfunctional conflict and poorer coordination across units than other forms of departmentalization.
Q:
Functional structures foster professional identity and permit greater specialization than most other forms of departmentalization.
Q:
Job descriptions help improve quality and consistency of a product or service by standardizing work activities.
Q:
When employees work in non-routine and ambiguous situations, formal hierarchy is the least time-consuming coordinating mechanism.
Q:
Temporary cross-functional teams can be used to encourage informal communication as a coordinating mechanism.
Q:
When work is divided among people, a coordinating mechanism is needed to ensure that everyone works in concert.
Q:
The two fundamental requirements of all organizational structures are divisionalization and decentralization.
Q:
Participative leadership behaviors encourage and facilitate subordinate involvement in decisions beyond their normal work activities.
Q:
Task-oriented leaders assign employees to specific tasks, set goals and deadlines, clarify their work duties and procedures, define work procedures, and plan work activities.
Q:
Managerial leadership entails the daily activities that support and guide the performance and well-being of individual employees and the work unit to support current objectives and performance.
Q:
Organizational behavior takes the view that only people in management and other positions of formal authority in organizations can be leaders.
Q:
Organizational politics tends to increase in situations where decisions become routine and programmed.
Q:
Machiavellian values help employees to recognize and avoid using political tactics in organizational settings.
Q:
Organizational leaders can minimize organizational politics by making decision rules more complex and ambiguous.
Q:
Organizational politics occurs when someone attempts to influence others for the purpose of promoting personal interests.
Q:
American-Japanese Partnership You have completed an important presentation to several Japanese executives regarding a proposed partnership between your American company and their Japanese firm. The Japanese executives were very silent during the presentation. With regard to cross-cultural communication, this silence most likely means that the Japanese executives:
A. didn't understand what you were saying.
B. disagree with your proposal and can't think of a polite way of telling you about their rejection.
C. weren't listening to your presentation.
D. have agreed to the proposal made by you.
E. are showing respect for your presentation.
Q:
Sunshine Toys At Sunshine Toys, several employees must work together to develop a new product. No one in this group has worked with any of the others before, and the development of this product has not been attempted previously. The most effective medium in this situation would be one that is:
A. routine.
B. non-ambiguous.
C. lean.
D. rich.
E. oversimplified.
Q:
Done correctly, MBWA most likely occurs on a _____ basis.
A. annual
B. semi-annual
C. quarterly
D. monthly
E. daily or weekly
Q:
_____ are collaborative Web spaces in which anyone in a group can write, edit, or remove material from the Web site.
A. Blogs
B. Podcasts
C. Wikis
D. Intranets
E. Local area networks
Q:
Which of the following active listening processes includes showing interest and clarifying the message of the speaker?
A. Evaluating
B. Responding
C. Persuading
D. Recording
E. Sensing
Q:
Which of the following has the same meaning around the world?
A. Silence
B. Shaking one's head
C. Smiling
D. Raising one's eyebrows
E. Eye contact
Q:
When a sender and receiver belonging to the same group want to transmit technical information more efficiently, they should use:
A. jargon that they both understand.
B. information filtering.
C. mediators in communication.
D. nonverbal communication.
E. formal written communication.
Q:
Which of the following is an advantage associated with using written communication channels in persuading people?
A. It can make better use of the social perceptions of individuals.
B. It can be used as a medium for richer communication.
C. It is better in presenting technical details.
D. It can be used to obtain high-quality immediate feedback.
E. It sends emotional and logical messages to receivers.
Q:
Employees can expand the data-carrying capacity of lean media channel if they:
A. avoid emotional contagion.
B. are highly proficient with that communication channel.
C. are unfamiliar with the receiver of the information.
D. avoid using jargon and short-hand symbols in the communication.
E. are new to using that communication medium.