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Management
Q:
When is a cluster chain likely to occur?
a. When one person gathers information from many sources
b. When many people spread a message to few people using the formal network
c. When many people tell a message to a few people
d. When one person sends a message through the formal network of communication
e. When one person spreads a message to many other people
Q:
When is a gossip chain likely to occur?
a. When one person gathers information from many sources
b. When many people spread a message to few people using the formal network
c. When many people tell a few people
d. When one person sends a message through the formal network of communication
e. When one person spreads a message to many other people
Q:
Which of the following is a kind of grapevine?
a. Gossip chain
b. Vertical network
c. Horizontal network
d. Intranets
e. Extranets
Q:
Which of the following is most likely to be used for basic transactions such as approving claims at insurance companies?
a. Maintenance operations center advisor
b. Podcasts
c. Transaction-processing systems
d. Expert systems
e. Personal Digital Technology
Q:
_____ is an information system that supports an organization's managers by providing daily reports, schedules, plans, and budgets.
a. Management information systems
b. Intranets
c. Podcasts
d. Expert systems
e. Personal Digital Technology
Q:
What is an advantage of the decision support system(DSS)?
a. DSSs use artificial intelligence.
b. DSSs do not require data analysis tools.
c. DSSs can imitate human behavior.
d. DSSs are devoted exclusively to specific problems.
e. DSSs serve both specific as well as general purposes.
Q:
Since it is impossible to eliminate political behavior in organizations, people must manage it as best they can. Describe four methods for managing political behavior.
Q:
What is the significance of strategic, cross-cultural, and ethical leadership in contemporary business?
Q:
Briefly describe the Leader-Member Exchange approach.
Q:
Match the following numbered items with the most correct response letter.A response may be used once, more than once, or not at all.a. Coercionb. Creating an obligationc. Inducementd. PersuasionGetting people to go along with you by using logic and reason
Q:
Match the following numbered items with the most correct response letter.A response may be used once, more than once, or not at all.a. Coercionb. Creating an obligationc. Inducementd. PersuasionGoing along with someone to build bargaining power for yourself later
Q:
Match the following numbered items with the most correct response letter.A response may be used once, more than once, or not at all.a. Coercionb. Creating an obligationc. Inducementd. PersuasionUse of force to get what you want
Q:
Match the following numbered items with the most correct response letter.A response may be used once, more than once, or not at all.a. Coercionb. Creating an obligationc. Inducementd. PersuasionOffering someone something in exchange for support
Q:
Match the following numbered items with the most correct response letter.A response may be used once, more than once, or not at all.a. Leader behavior modelb. Situational modelc. Trait modelLPC theory
Q:
Match the following numbered items with the most correct response letter.A response may be used once, more than once, or not at all.a. Leader behavior modelb. Situational modelc. Trait modelCharismatic leadership
Q:
Match the following numbered items with the most correct response letter.A response may be used once, more than once, or not at all.a. Leader behavior modelb. Situational modelc. Trait modelPath-goal theory
Q:
Match the following numbered items with the most correct response letter.A response may be used once, more than once, or not at all.a. Leader behavior modelb. Situational modelc. Trait modelMichigan studies
Q:
Managers should get disagreements out in the open so that subordinates will have less opportunity for _____ through using conflict for their own purposes.
Q:
Impression management and inducement are forms of _____ behavior.
Q:
Aligning an organization with its environment requires _____ leadership.
Q:
_____ approach predicts what kinds of situations call for different degrees of group participation.
Q:
Vroom's current formulation suggests that managers use one of two different decision trees. To do so, the manager first assesses the _____ in terms of several factors.
Q:
The path-goal theory is the leadership theory that is a direct extension of the _____ theory of motivation.
Q:
Marina is friendly with her subordinates, and there is a great deal of mutual respect and confidence. According to LPC theory, Marina's situation possesses good _____.
Q:
The models of leadership that look for key situational factors that affect the appropriate style of leadership and the relationships between the factors are known as _____ approaches.
Q:
The first organized approach to studying leadership involved trying to identify leadership _____.
Q:
A manager who knows how to interact with an eccentric but important customer has _____ power.
Q:
If subordinates perceive themselves to have a lot of abilities, they are most likely to:a. resent managers who delegate work.b. support a controlling leader.c. resent directive leadership.d. resent participative leadership.e. support an authoritarian leader.
Q:
Sam, the CEO of a company, has the power to take decisions related to resource allocations. His power is mainly derived from his position in the company. Which power is best demonstrated in the given scenario?
a. Coercive
b. Reward
c. Legitimate
d. Expert
e. Referent
Q:
According to the Managerial Grid, the _____ manager maintains adequate concern for both people and production.
a. 1,1
b. 9,5
c. 5,5
d. 1,5
e. 9,9
Q:
According to the Managerial Grid approach, the ideal style of managerial behavior is _____.
a. 1,1
b. 9,9
c. 1,9
d. 5,5
e. 9,5
Q:
A theory of leadership which suggests that the appropriate style of leadership varies with situational favorableness is the:
a. Leader"member exchange theory
b. Least-preferred coworker theory
c. Trait approach
d. Managerial Grid approach
e. Vroom's decision tree approach
Q:
According to Fiedler, the key situational factor of leadership is the _____ from the leader's point of view.
a. cause of the situation
b. importance of establishing formal lines of communication
c. favorableness of the situation
d. overall objective of the situation
e. importance of an employee-centered environment
Q:
According to Fiedler, _____ is the degree to which the group's task is well defined.
a. task thread
b. task stream
c. task orientation
d. task structure
e. task parallel
Q:
_____ is a theory of leadership which suggests that the primary functions of a leader are to make valued or desired rewards available in the workplace and to clarify for the subordinate the kinds of behavior that will lead to those rewards.
a. Path-goal theory
b. Leadership trait approach
c. Least-preferred coworker theory
d. Strategic leadership approach
e. Leader"member exchange theory
Q:
_____ leader behavior, identified by the path-goal theory, primarily involves setting challenging goals, expecting subordinates to perform at high levels, encouraging subordinates, and showing confidence in subordinates' abilities.
a. Relationship-oriented
b. Achievement-oriented
c. Directive
d. Participative
e. Supportive
Q:
A supervisor exhibiting _____ behavior, identified by the path-goal theory, is most likely to let subordinates know what is expected of them, gives guidance and direction, and schedules work.
a. participative leader
b. supportive leader
c. directive leader
d. achievement-oriented leader
e. Task-oriented leader
Q:
_____ behavior, identified by the path-goal theory, primarily involves being friendly and approachable, showing concern for subordinate welfare, and treating members as equals.
a. Directive leader
b. Task-oriented leader
c. Achievement-oriented leader
d. Participative leader
e. Supportive leader
Q:
According to the path-goal theory, if people perceive that they are lacking in abilities, they are most likely to prefer _____ to help them understand path-goal relationships better.
a. supportive leadership
b. directive leadership
c. participative leadership
d. achievement-oriented leadership
e. result-oriented leadership
Q:
According to the path-goal theory, a person with an internal locus of control is most likely to prefer _____ leadership.
a. task-oriented
b. achievement-oriented
c. directive
d. supportive
e. participative
Q:
In the context of the Vroom's decision tree approach, when a manager allows his group to define for itself the exact nature and parameters of a problem and then to develop a solution, they follow the _____ decision-making style.
a. facilitate
b. consult individually
c. decide
d. delegate
e. consult group
Q:
In the context of the Vroom's decision tree approach, when managers present a problem to their group at a meeting, define the problem and its boundaries, and then guide group member discussions as they make the decision, they follow the _____ decision-making style.
a. delegate
b. consult group
c. facilitate
d. consult individually
e. decide
Q:
In the context of the charismatic leadership theory, proposed by Robert House, charismatic leaders are likely to:
a. rate low on self-confidence.
b. avoid influencing people.
c. have a firm conviction in their beliefs.
d. have an external locus of control.
e. be dependent on others.
Q:
_____ describes activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one's preferred outcomes.
a. Group cognition
b. Workplace diversity
c. Organizational culture
d. Political behavior
e. Collective intelligence
Q:
_____ is necessary to create change, while management is necessary to achieve orderly results.
a. Dominion
b. Leadership
c. Legitimacy
d. Administration
e. Control
Q:
_____ is the ability to affect the behavior of others.
a. Power
b. Discipline
c. Function
d. Potential
e. Virtue
Q:
_____ power is power granted through the organizational hierarchy.
a. Expert
b. Referent
c. Coercive
d. Reward
e. Legitimate
Q:
A manager can assign tasks to a subordinate, and a subordinate who refuses to do them can be reprimanded or even fired. This is an example of _____ power.
a. legitimate
b. informal
c. referent
d. expert
e. coercive
Q:
A manager expressing praise, gratitude, or recognition best exemplifies _____ power.
a. informal
b. reward
c. referent
d. expert
e. coercive
Q:
_____ power is primarily based on identification, imitation, loyalty, or charisma.
a. Referent
b. Legitimate
c. Coercive
d. Reward
e. Expert
Q:
A secretary who knows how to unravel bureaucratic red tape has _____ power over anyone who needs that information.
a. reward
b. referent
c. legitimate
d. expert
e. coercive
Q:
The more important the information and the fewer the people who have access to it, the greater is the degree of _____ power possessed by any one individual.
a. legitimate
b. reward
c. referent
d. expert
e. coercive
Q:
Verbal reprimands, written reprimands, disciplinary layoffs, fines, demotion, and termination are examples of _____ power possessed by managers.
a. coercive
b. reward
c. legitimate
d. expert
e. referent
Q:
When followers react favorably because they identify in some way with a leader, the leader is said to possess _____ power.
a. reward
b. expert
c. legitimate
d. coercive
e. referent
Q:
According to the Michigan studies, managers using _____ behavior are interested in developing a cohesive work group and ensuring that employees are satisfied with their jobs.
a. consideration
b. initiating structure
c. job-centered leader
d. employee-centered leader e. authoritative
Q:
Based on the Michigan studies, Rensis Likert argued that the _____ behavior generally tends to be more effective.
a. initiating structure
b. job-centered leader
c. employee-centered leader
d. considerate
e. authoritative
Q:
_____ is the part of the Managerial Grid that deals with the job and task aspects of leader behavior.
a. Employee-centered leader behavior
b. Initiating structure
c. Task-oriented leadership behavior
d. Concern for people
e. Concern for production
Q:
The Ohio State researchers found that employees of supervisors who ranked high on _____ were high performers but expressed low levels of satisfaction and had a higher absence rate.
a. concern for people
b. consideration
c. initiating structure
d. employee-centered leader behavior
e. task-oriented leadership behavior
Q:
According to the Managerial Grid, the _____ manager is highly concerned about production but exhibits little concern for people.
a. 9,1
b. 0,1
c. 1,9
d. 0,1
e. 9,0
Q:
Which of the following statements is true of political behavior?
a. Political behavior is always a manifestation of good intent.
b. Managers should cover up disagreements so that subordinates will have less opportunity for political behavior.
c. Even if a manager's actions are not politically motivated, others may assume that they are.
d. By providing subordinates with autonomy, managers are likely to promote political behavior.
e. Managers should use power if they want to avoid charges of political motivation.
Q:
What measures should managers take to prevent political behavior from doing excessive damage?
a. They should refrain from providing subordinates with autonomy.
b. They should provide challenges to subordinates.
c. They should use their coercive powers.
d. They should reduce diversity in the workplace.
e. They should encourage ethnocentrism.
Q:
Which of the following is the most probable motive for a manager to engage in political behavior?
a. To avoid covert activities
b. To acquire power
c. To promote clear communication
d. To promote transparency
e. To avoid charges of political motivation
Q:
Valencia, an employee at Y Inc., attempts to bring all her contributions to successful projects to the notice of her manager. Her intention is to build a good image in the eyes of the management. What is best exemplified by Valencia's behavior?
a. Creation of an obligation
b. Impression management
c. Coercion
d. Persuasion
e. Inducement
Q:
After oil prices hit record highs and the oil companies made record profits, some of the oil company's CEOs appeared on the Today show to explain their business to consumers. This is an example of:
a. creation of an obligation.
b. impression management.
c. initiating structure.
d. persuasion.
e. inducement.
Q:
Carolyn, a manager, discusses and reasons with the Board of Directors of her company until they agree to let her try her new strategic plan for a trial period. Carolyn is using _____ in the given situation.
a. an obligation
b. persuasion
c. coercion
d. inducement
e. passive aggression
Q:
A manager tells a subordinate that he will not recommend her for promotion unless she supports his proposal in an upcoming sales meeting. Which type of political behavior is reflected in the given scenario?
a. Creation of an obligation
b. Coercion
c. Initiating structure
d. Persuasion
e. Assault
Q:
Which of the following is a prerequisite for effective leadership?
a. Low tolerance toward diversity
b. Belief in the dictatorship style of leadership
c. High levels of coercive powers
d. Belief in ethnocentrism
e. High standards of ethical conduct
Q:
Why has the importance of cross-cultural leadership increased in today's times?
a. Because of improving profit margins
b. Because of office politics
c. Because of increasing unethical practices
d. Because of the increasing environmental concerns
e. Because of the improving diversity ratios in workplaces
Q:
Which of the following is a defining characteristic of strategic leaders?
a. They possess interpersonal attraction that inspires support and acceptance.
b. They understand the organization and recognize its superior alignment with the environment.
c. They transmit a sense of mission, stimulate learning experiences, and inspire new ways of thinking.
d. They understand international differences and diversity-based differences within one culture.
e. They encourage others by supporting them, empathizing with them, and expressing confidence in them.
Q:
_____ is the style of leadership that goes beyond ordinary expectations by transmitting a sense of mission, stimulating learning experiences, and inspiring new ways of thinking.
a. Directive leadership
b. Participative leadership
c. Transformational leadership
d. Supportive leadership
e. Task-oriented leadership
Q:
Carl, the manager at a publishing house, heads the editorial team. Peggy, one of his subordinates belongs to his in-group. This information would be significant for the proceedings of the:
a. Vroom's decision tree approach.
b. path-goal theory.
c. leader"member exchange model.
d. least-preferred coworker theory.
e. leadership grid.
Q:
The concept of charismatic leadership is most closely related to:
a. the Vroom-Yetton-Jago approach.
b. the trait approach.
c. Fiedler's contingency theory.
d. substitutes for leadership.
e. path-goal theory.
Q:
Demonstrating personal excitement or passion about something is part of _____ leadership.
a. charismatic
b. entrepreneurial
c. symbolic
d. integrative
e. participative
Q:
Which of the following is a task characteristic that may neutralize or substitute for leadership?
a. Collective hysteria
b. Conformity
c. Intrinsic satisfaction
d. Bystander apathy
e. Groupthink
Q:
Don Draper is responsible for managing the creative section of his ad agency. In one-to-one sessions, he asks each member of his group to give ideas for the ad campaign to promote a new product. He considers all the ideas and decides to go ahead with the best among them. Which decision-making style is best reflected in the given scenario?
a. Consult individual
b. Facilitate
c. Delegate
d. Participate
e. Decide
Q:
In contrast to Fiedler's theory, path-goal theory assumes that leaders:
a. have little tolerance for their least-preferred coworker.
b. can change their leadership style to fit the demands of a particular situation.
c. should maintain a consistent leadership style to avoid confusing subordinates.
d. must find a fit between their leader styles and the situation.
e. should always maintain a participative leader style.
Q:
Which of the following leadership models is a direct extension of the expectancy theory of motivation?
a. Vroom's decision tree approach
b. Fiedler's contingency
c. Vertical-dyad linkage
d. Path-goal
e. Substitutes for leadership
Q:
Vernique, a manager, consults with her subordinates and encourages their involvement in the decision making process. Based on the path-goal theory, what kind of leader behavior is Vernique exhibiting?
a. Job-oriented
b. Employee-centered
c. Achievement-oriented
d. Participative
e. Bureaucratic
Q:
Mihee, the chief nurse in a hospital, sets challenging goals for her subordinates because she has confidence in her fellow nurses. Based on the path-goal theory, what kind of leader behavior is Mihee exhibiting?
a. Task-oriented
b. Employee-centered
c. Achievement-oriented
d. Relationship-oriented
e. Bureaucratic
Q:
Daniel has been appointed leader of a project task force. He has legitimate power in this position. The task is unstructured. Also, Daniel has weak leader-member relations. According to Fiedler's LPC theory, what type of leadership style is appropriate in this situation?
a. Task-oriented
b. Relationship-oriented
c. Participative
d. Transformational leadership
e. Concern for people