Mgt 307 final exam 6) Managers can modify the __________ of culture, such as the language, stories, rites, rituals, and sagas. A. visible aspects B. oral aspects C. verbal aspects D. vocal aspects

Uploaded on

6) Managers can modify the __________ of culture, such as the language, stories, rites, rituals, and sagas. …

6) Managers can modify the __________ of culture, such as the language, stories, rites, rituals, and sagas.
visible aspects
oral aspects
verbal aspects
vocal aspects

More in: Education
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads


Total Views
On Slideshare
From Embeds
Number of Embeds



Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

    No notes for slide


  • 1. MGT/307 Final Exam Guide Click Here to Buy the Tutorial/Answers1) __________ is a multidisciplinary field devoted to understanding individual and groupbehavior, interpersonal processes, and organizational dynamics. A.motivation. B.workgroup analysis. C.performance management. D.organizational behavior.2) Scientific methods models link _________________ - presumed causes, with_________________ - outcomes, of practical value and interest. A.specific variables, contingency variables. B.discovered variables, with undisclosed variables. C.proven variables, non-proven variables. D.independent variables, dependent variables.
  • 2. 3) From its scientific heritage, organizational behavior has developed all of the followingEXCEPT: interdisciplinary body of knowledge. B.contingency thinking. C.use of scientific methods. emphasis on finding the “one best way” to complete a task.4) In the context of the three important levels of cultural analysis in organizations, the levelreferred to as __________ can play a critical part in linking people together and can provide apowerful motivational mechanism for members of the culture. A.observable culture B.common culture C.implicit culture D.shared values5) Three important levels of cultural analysis in organizations are __________.
  • 3. A.shared objectives, shared values, and shared mission. B.explicit culture, implicit culture, and common assumptions. C.observable culture, shared values, and common assumptions. D.implicit culture, shared values, and common experiences.6) Managers can modify the __________ of culture, such as the language, stories, rites,rituals, and sagas. A.visible aspects B.oral aspects C.verbal aspects D.vocal aspects7) According to the research conducted on the nature of managerial work, which of thefollowing is false? A.managers work at fragmented and varied tasks. B.managers work with many communication media.
  • 4. C.managers work long hours. D.managers spend much time working alone.8) Scientific methods models are simplified views of reality that try to identify major factorsand forces underlying real-world phenomenon. A.True B.False9) When it comes to ethics and morality, scholar Archie B. Carroll draws a distinctionbetween __________. A.immoral managers, amoral managers and ethical managers B.amoral managers, ethical managers and moral managers C.immoral managers, ethical managers and unethical managers D.immoral managers, amoral managers and moral managers10) __________ are important to spot since non-verbals can add insight into what is reallybeing said in face-to-face communication. A.
  • 5. Mangled messages. B.Merged messages. C.Mixed messages. D.Perceptual distractions.11) The difficulties with cross-cultural communication are perhaps most obvious with respectto __________. A.geographic differences differences C.language differences D.religious differences12) Which of the following statements about the role of language in cross-culturalcommunication is NOT correct? A.Members of low-context cultures are very explicit in using the spoken and written word. B.In high-context cultures, must of the message communicated must be inferred or interpretedfrom the context, which includes body language, the physical setting and past relationships.
  • 6. C.In low-context cultures, the message is rarely conveyed by the words someone uses, withgreater emphasis on the “context” in which the words are spoken. D.Australia, Canada and the United States have low-context cultures.13) Each of the following is a characteristic of high-performance teams EXCEPT: A.high-performance teams have strong core values. B.members of high-performance teams have the right mix of skills. C.high-performance teams turn a general sense of purpose into specific performance objectives. D.high-performance teams have members who focus on individual effort and excellence.14) __________ typically work with a target completion date and disband once their purposehas been fulfilled. A.Teams that recommend things. B.Teams that review things. C.Teams that run things. D.Teams that study things.
  • 7. 15) __________ may exist at all levels of responsibility, from the individual work unitcomposed of a team leader and team members to the top management team composed of aCEO and other senior executives. A.Teams that review things. B.Teams that make or do things. C.Teams that run things. D.Teams that evaluate things.16) Suppose that a manager responds to a disagreement between subordinates by saying: “Idon’t want to get in the middle of your personal disputes.” This manager is using whichconflict management style? A.avoidance B.unassertive C.authoritative command D.accommodation
  • 8. 17) Sheila is assertive and uncooperative in dealing with others during conflict. She goesagainst the wishes of others and uses her authority to gain compliance. Sheila uses whichconflict management style? A.competition B.compromise C.collaboration D.accommodation18) Ken is being cooperative but unassertive with his employees during a conflict situation.He tries to smooth over their differences but it only produces a false sense of harmony amongthem. Ken is using which conflict management style? A.accommodation B.compromise C.competition D.avoidance19) Process theories focus on _________________. A.
  • 9. when a person will react to specific management styles. B.who will be a more appropriate manager for an employee. C.why a person decides to behave in a certain way relative to available rewards and workopportunities. a person will respond to types of leadership direction.20) Content theories attempt to explain work behaviors based on _______________. A.perceptions on-the-job. B.pathways to need satisfaction and the influence of blocked needs. C.the impact of individual ethics on business decisions. D.the relationship between values and attitudes.21) In the context of motivation, persistence refers to __________. individual’s choice when presented with a number of possible alternatives. B.the different needs that an individual is trying to satisfy. C.
  • 10. the amount of effort a person puts forth. D.the length of time a person sticks with a given action.22) Unlocking the full potential of teams and teamwork rich in diversity is one of the greatadvantages of high-performance organizations. A.True B.False23) Research indicates that diversity among team members rarely creates performancedifficulties early in the team’s life or stage of development. A.True B.False24) Which of the following statements about heterogeneous teams is not accurate? A.research indicates that diversity among team members rarely creates performance difficultiesearly in the team’s life or stage of development. B.unlocking the full potential of teams and teamwork rich in diversity is one of the greatadvantages of high-performance organizations.
  • 11. C.diversity offers a rich pool of information, talent, and varied perspectives that can helpimprove team problem solving and increase creativity. D.heterogeneous teams have members who are diverse in demography, experiences, life styles,and cultures, among other variables.25) Job burnout manifests itself as a loss of interest in and satisfaction with a job due tostressful working conditions. A.True B.False26) Employee assistance programs are designed to provide help to employees who areexperiencing personal problems and the stress associated with them. A.True B.False27) Stress is a potential source of both anxiety and frustration, which can harm the body’sphysiological and psychological well-being over time. A.True B.False
  • 12. 28) In today’s modern organization the base for power and politics rests on a system ofauthority. Which of the following statements about legitimacy regarding power is NOTcorrect? firms, the legitimacy of those at the top increasingly derives from their positions asrepresentatives for various constituencies. B.senior managers may justify their lofty positions within organizations by separatingthemselves from stockholders. other societies, “higher authority” does not have a bureaucratic or organizational referencebut consists of those with moral authority such as tribal chiefs, religious leaders, etc. U.S. firms, “higher authority” denotes those close to the top of the corporate pyramid.29) Directives falling within the zone of indifference are __________. A.obeyed. B.subjected to severe scrutiny. C.rejected. D.subjected to slight scrutiny.
  • 13. 30) Which one of the following statements does NOT provide an accurate description ofStanley Milgram’s experiments? A.the experimental results revealed that 35 percent of the subjects subjected the “learner” to themaximum level of shock and the remaining 65 percent refused to obey the experimenter atvarious intermediate points. B.the basic conclusion of Milgram’s studies is there is a tendency for individuals to complywith and be obedient to authority. C.experimental subjects were instructed to give what they believed were successively higherlevels of electric shocks to people who missed the word pairs D.Milgram designed a series of experiments to determine the extent to which people obey thecommands of an authority figure, even if they believe they are endangering the life of anotherperson.31) A high-performing team can be created by communicating high-performance standards,having members spend time together, creating a sense of urgency, making sure membershave the right skills, and rewarding high performance. A.True B.False32) A high-performing team can be created by ensuring that new information is kept to aminimum and by giving negative feedback. A.True
  • 14. B.False33) High-performance teams have strong core values that help guide their attitudes andbehaviors in directions consistent with the team’s purpose. A.True B.False34) Four of the CLT leadership dimensions are: A.charismatic/value based, systematic, future orientation, performance driven. B.implicit, explicit, specific, detailed. C.autonomous, participative, driven, focus-oriented. D.self-protective, autonomous, humane-oriented, team-oriented.35) _________________ is often used in combination with vertical leadership. A.shared leadership B.
  • 15. individual leadership C.organizational goal setting D.power negotiation36) All of the following statements about full-range leadership theory are true EXCEPT: A.C. FRLT is fast becoming the most commonly used leadership theory used by organizations. B.D. some scholars consider the FRLT as an approach that could serve as a general leadershipmodel that would trim or eliminate the numerous models now emphasized today. C.B. the approach is built around revisions to Bass’ Multifactor Leadership Questionnaire. D.A. the theory currently consists of nine factors including five transformational, threetransactional one non-transactional factor.37) Large systems tend to be susceptible to the boiled frog phenomenon, wherein managersfail to monitor their environments, recognize the important trends, or sense the need forchange, and consequently their organizations slowly lose their competitive edge. A.True B.False
  • 16. 38) Large systems tend to be susceptible to the __________, wherein managers fail tomonitor their environments, recognize the important trends, or sense the need for change, andconsequently their organizations slowly lose their competitive edge. A.impatience trap B.immobility trap C.proactive phenomenon D.boiled frog phenomenon39) The obvious organizational design response to uncertainty and volatility is to opt for amore __________ form. A.mechanistic C.centralized D.bureaucratic