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Mgt 307 guide 3  18. Sheila is assertive and uncooperative in dealing with others during conflict. She goes against the wishes of others and uses her authority to gain compliance. Sheila uses which conflict management style? A.	Compromise B.	Collaboration
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Mgt 307 guide 3 18. Sheila is assertive and uncooperative in dealing with others during conflict. She goes against the wishes of others and uses her authority to gain compliance. Sheila uses which conflict management style? A. Compromise B. Collaboration

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18. Sheila is assertive and uncooperative in dealing with others during conflict. She goes against the wishes of others and uses her authority to gain compliance. Sheila uses which conflict management ...

18. Sheila is assertive and uncooperative in dealing with others during conflict. She goes against the wishes of others and uses her authority to gain compliance. Sheila uses which conflict management style?
A. Compromise
B. Collaboration
C. Accommodation
D. Competition

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    Mgt 307 guide 3  18. Sheila is assertive and uncooperative in dealing with others during conflict. She goes against the wishes of others and uses her authority to gain compliance. Sheila uses which conflict management style? A.	Compromise B.	Collaboration Mgt 307 guide 3 18. Sheila is assertive and uncooperative in dealing with others during conflict. She goes against the wishes of others and uses her authority to gain compliance. Sheila uses which conflict management style? A. Compromise B. Collaboration Document Transcript

    • MGT 307 Guide 3 Click Here To Buy The Tutorial1. Organizational behavior is an interdisciplinary body of knowledge with strong ties to all of thefollowing disciplines EXCEPT:A. AnthropologyB. PsychologyC. PhysicsD. Sociology2. ________________ is a multidisciplinary field devoted to understanding individual andgroup behavior, interpersonal processes, and organizational dynamics:A. Workgroup analysisB. Organizational behaviorC. MotivationD. Performance management3. From its scientific heritage, organizational behavior has developed all of the following except:A. Contingency thinkingB. An emphasis on finding the one best way to complete a taskC. An interdisciplinary body of knowledgeD. Use of scientific methods
    • 4. Three important levels of cultural analysis in organizations are:A. Shared objectives, shared values and shared missionB. Implicit culture, shared values and common experiencesC. Explicit culture, implicit culture and common assumptionsD. Observable culture, shared values and common assumptions5. Managers can modify the ____________ of culture, such as the language, stories, rites,rituals and sagasA. Visible aspectsB. Vocal aspectsC. Oral aspectsD. Verbal aspects6. The _________ culture includes the unique stories, ceremonies, and corporate rituals thatmake up the history of the firm or a group within itA. SharedB. LatentC. ObservableD. Common7. Common forms of unintentional ethics lapses that individuals should guard against include allof the following EXCEPT:A. Claiming too much personal credit for one’s performance contributionsB. Prejudice that derives from unconscious stereotypes and attitudes
    • C. Promoting people who excel in their respective positionsD. Favoring others who can benefit someone8. A person who is a __________ assumes a unique responsibility for work that is accomplishedlargely through the efforts of other peopleA. Human resources directorB. Team memberC. Manager or team leaderD. Change agent9. Scientific methods models are simplified views of reality that try to identify major factors andforces underlying real-world phenomenonA. TrueB. False10. _______________ is often accompanied by an unwillingness to understand alternativepoints of view and to take the values they represent seriouslyA. ProxemicsB. EthnocentrismC. Self-importanceD. Kinesics11. Which of the following statements about the role of language in cross-culturalcommunication is NOT CORRECT?A. In low context cultures, the message is rarely conveyed by the words someone uses,with greater emphasis of the context in which the words are spokenB. Members of low context cultures are very explicit in using the spoken and written wordC. In high context cultures, must of the message communicated must be inferred orinterpreted from the context, which includes body language, the physical setting and pastrelationships
    • D. Australia, Canada and the United States have low context cultures12. _____________ are important to spot since non-verbal’s can add insight into what is reallybeing said in face-to-face communicationA. Mixed messagesB. Mangled messagesC. Merged messagesD. Perceptual distractions13. A high performing team can be created by doing the all of the following except:A. Creating a sense of urgencyB. Communicating high-performance standardsC. Ensuring that new information is kept to a minimumD. Making sure members have the right skills14. Each of the following is a characteristic of high-performance teams except:A. High-performance teams turn a general sense of purpose into specific performanceobjectivesB. High-performance teams have strong core valuesC. Members of high-performance have the right mix of skillsD. High-performance teams have members who focus on individual effort and excellence15. _______________ typically work with a target completion date and disband once theirpurpose has been fulfilledA. Teams that review thingsB. Teams that run thingsC. Teams that study thingsD. Teams that recommend things
    • 16. The conflict management style of _____________ involves being both cooperative andassertive. This style is characterized by trying to fully satisfy everyone’s concerns by workingthrough differences and finding and solving problems so that everyone gainsA. CollaborationB. AccommodationC. CompromiseD. Avoidance17. The conflict management style of _____________ involves being both cooperative andassertive. This style is characterized by letting the wishes of others rule, and smoothing overand overlooking differences to maintain harmonyA. CollaborationB. AccommodationC. CompletionD. Avoidance18. Sheila is assertive and uncooperative in dealing with others during conflict. She goes againstthe wishes of others and uses her authority to gain compliance. Sheila uses which conflictmanagement style?A. CompromiseB. CollaborationC. AccommodationD. Competition19. Which of the following is the correct order of Maslow’s need from the lowest (lower-order-need) to the highest (higher-order-need)?A. Physiological, social, safety, self-actualization, and esteemB. Social, esteem, self-actualization, physiological and safetyC. Physiological, safety, social, esteem, and self-actualizationD. Safety, social, physiological, esteem and self-actualization
    • 20. Content theories attempt to explain work behaviors based on _____________?A. Pathways to need satisfaction and the influence of blocked needsB. The impact of individual ethics on business decisionsC. Perceptions on-the-jobD. The relationship between values and attitudes21. In the context of motivation, persistence refers to _________A. The different needs that and individual is trying to satisfy.B. The amount of effort a person puts forthC. And individuals choice when presented with a number possible alternativesD. The length of time a person sticks with a given action22. Unlocking the full potential of teams and teamwork rich in diversity is one of the greatadvantages of high-performance organizationsA. TrueB. False23. Diversity offers a rich pool of information, talent, and varied perspectives that can helpimprove team problem solving and increase creativityA. True
    • B. False24. In general, chances for long-term group success are better when the group inputfoundations – tasks; goals, rewards, and resources, technology, membership diversity andgroup size – are stronger.A. TrueB. False25. Eustress has a negative impact on both attitudes and performance.A. TrueB. False26. Employee assistance programs are designed to provide help to employees who areexperiencing personal problems and the stress associated with themA. TrueB. False27. Job burnout manifests itself as a loss of interest in and satisfaction with a job due tostressful working conditionsA. TrueB. False
    • 28. In today’s modern organization the base foe power and politics rests on a system ofauthority. Which of the following statements about legitimacy regarding power is not correct?A. Senior managers may justify their lofty positions within organizations by separatingthemselves from stockholdersB. In other societies higher authority does not have a bureaucratic or organizationalreference but consists of those with moral authority such as tribal chiefs, religious leadersC. In firms the legitimacy of those at the top increasingly derives from their positions arerepresentatives for various constituenciesD. In U.S. firms higher authority denotes those close to the top of the corporate pyramid29. Milgram designed experiments to determine the extent to which people ______A. Are willing to learn new things as a means of gaining expert powerB. Obey the commands of an authority figureC. Are willing to use coercive power to gain influenceD. Learn from personal failures30. Which of the following statements about power and organizational politics is NOT correct?A. Few instances exist where individual and organizational interests are compatibleB. Managers derive their power from personal and organizational sourcesC. Powers and politics always exist in organizationsD. Power and politics represent the seamy side of management, since organizations arenot democracies composed of individuals with equal influence
    • 31. High-performance teams have special characteristics that allow them to excel at teamworkand achieve special performance advantagesA. TrueB. False32. High-performance teams have strong core values that help guide their attitudes andbehaviors in directions consistent with the team’s purposeA. TrueB. False33. A high-performing team can be created by finding ways to create early successes,establishing clear rules for team behavior, setting the tone in the first team meeting, and as aleader modeling expected behaviors.A. TrueB. False34. Four of the CLT leadership dimensions are:A. Implicit, explicit, specific, detailedB. Autonomous, participative, driven, focus-orientedC. Charismatic/value based, systematic, future orientation, performance drivenD. Self-protective, autonomous, humane-oriented, team-oriented
    • 35. All of the following statements about shared leaderships are correct except:A. The influence process often involves peer or lateral influenceB. Leadership is restricted among a set of individuals who act in the role of a superiorC. Leadership today is not restricted simply to the vertical influence of a single individualbut to other people as wellD. The key distinction between shared leadership and traditional models of leadership isthat the influence process involves more than just downward influence of subordinates by anappointed elective leader36. All of the following statements about full-range leadership theory are true except:A. The approach is built around revisions to Bass’ Multifactor Leadership QuestionnaireB. FRLT is fast becoming the most commonly used leadership theory used by organizationsC. The theory currently consists of nine factors including five transformational, threetransactional one non-transactional factorD. 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.37. One of the foremost trends in management involves using information technology tostreamline operations and reduce staff in order to lower costs and raid productivityA. TrueB. False38. One of the foremost trends in management involves using _____________ to streamlineoperations and reduce staff in order to lower costs and raid productivity
    • A. Just-in time inventory controlB. Information technologyC. Reengineering techniquesD. Total quality management39. The obvious organizational design response to uncertainty and volatility is to opt for a more_________ formA. OrganicB. BureaucraticC. MechanisticD. Centralized