Mgt 307 guide 6  2) __________ is a multidisciplinary field devoted to understanding individual and group behavior, interpersonal processes, and organizational dynamics.  A. performance management.  B. workgroup analysis.  C. motivation.  D. organizationa
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Mgt 307 guide 6 2) __________ is a multidisciplinary field devoted to understanding individual and group behavior, interpersonal processes, and organizational dynamics. A. performance management. B. workgroup analysis. C. motivation. D. organizationa

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2) __________ is a multidisciplinary field devoted to understanding individual and group behavior, interpersonal processes, and organizational dynamics. ...

2) __________ is a multidisciplinary field devoted to understanding individual and group behavior, interpersonal processes, and organizational dynamics.
A. performance management.
B. workgroup analysis.
C. motivation.
D. organizational behavior.

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Mgt 307 guide 6  2) __________ is a multidisciplinary field devoted to understanding individual and group behavior, interpersonal processes, and organizational dynamics.  A. performance management.  B. workgroup analysis.  C. motivation.  D. organizationa Mgt 307 guide 6 2) __________ is a multidisciplinary field devoted to understanding individual and group behavior, interpersonal processes, and organizational dynamics. A. performance management. B. workgroup analysis. C. motivation. D. organizationa Document Transcript

  • MGT 307 Guide 6 Click Here To Buy The Tutorial1) From its scientific heritage, organizational behavior has developed all of the followingEXCEPT:A. use of scientific methods.B. contingency thinking.C. an interdisciplinary body of knowledge.D. an emphasis on finding the “one best way” to complete a task.2) __________ is a multidisciplinary field devoted to understanding individual and groupbehavior, interpersonal processes, and organizational dynamics.A. performance management.B. workgroup analysis.C. motivation.D. organizational behavior.3) Organizational behavior is an interdisciplinary body of knowledge with strong ties to all ofthe following disciplines EXCEPT:A. sociology.B. anthropology.C. physics.D. psychology.
  • 4) Organizations are encouraged to develop a dominant and coherent set of __________.Although every member may not agree with them, all members will know they are important.A. common perceptionsB. shared valuesC. implicit needsD. observable attitudes5) Three important levels of cultural analysis in organizations are __________.A. observable culture, shared values, and common assumptions.B. explicit culture, implicit culture, and common assumptions.C. shared objectives, shared values, and shared mission.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. verbal aspectsB. oral aspectsC. visible aspectsD. vocal aspects7) Scientific methods models are simplified views of reality that try to identify major factors andforces underlying real-world phenomenon.A. FalseB. True
  • 8) Common forms of unintentional ethics lapses that individuals should guard against include allof the following EXCEPT:A. favoring others who can benefit someone.B. promoting people who excel in their respective positions.C. claiming too much personal credit for ones performance contributions.D. prejudice that derives from unconscious stereotypes and attitudes.9) When it comes to ethics and morality, scholar Archie B. Carroll draws a distinction between__________.A. immoral managers, amoral managers and ethical managersB. amoral managers, ethical managers and moral managersC. immoral managers, ethical managers and unethical managersD. immoral managers, amoral managers and moral managers10) The difficulties with cross-cultural communication are perhaps most obvious with respect to__________.A. geographic differencesB. lifestyle differencesC. language differencesD. religious differences11) There are six sources of noise that are common to most interpersonal exchanges. These sixsources are __________.A. semantic problems, proximity problems, mixed messages, cultural differences, absence ofplanning, and status effects. View slide
  • B. tangible distractions, people problems, inconsistent messages, cultural differences, absenceof prior planning, and absence of feedback.C. cultural differences, physical distractions, semantic problems, mixed messages, absence offeedback, and status effects.D. mixed messages, cultural differences, absence of feedback, proximity problems, absence ofcommitment to effective communication, and status effects.12) 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.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) Members of __________ must have good long-term working relationships with oneanother, solid operating systems, and the external support needed to achieve effectivenessover a sustained period of time.A. teams that plan things.B. teams that review things.C. teams that reengineer things.D. teams that make or do things.14) __________ may exist at all levels of responsibility, from the individual work unit composedof a team leader and team members to the top management team composed of a CEO andother senior executives.A. Teams that review things. View slide
  • B. Teams that make or do things.C. Teams that run things.D. Teams that evaluate things.15) __________ 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.16) Whenever he is involved in a disagreement, Harry tries to partially satisfy both his concernsand the other partys concerns through bargaining and appropriate trade-offs. Harry uses whichconflict management style?A. avoidanceB. collaborationC. accommodationD. compromise17) 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. competitionB. compromiseC. collaborationD. accommodation
  • 18) Ken is being cooperative but unassertive with his employees during a conflict situation. Hetries to smooth over their differences but it only produces a false sense of harmony amongthem. Ken is using which conflict management style?A. avoidanceB. compromiseC. competitionD. accommodation19) In the context of motivation, level refers to __________.A. the different needs that an individual is trying to satisfy.B. the amount of effort a person puts forth.C. the length of time a person sticks with a given action.D. the consequences of an individuals behavior.20) Content theories attempt to explain work behaviors based on _______________.A. perceptions on-the-job.B. the impact of individual ethics on business decisions.C. the relationship between values and attitudes.D. pathways to need satisfaction and the influence of blocked needs.21) In the context of motivation, persistence refers to __________.A. an individuals choice when presented with a number of possible alternatives.B. the amount of effort a person puts forth.C. the length of time a person sticks with a given action.
  • D. the different needs that an individual is trying to satisfy.22) Even though homogeneous teams may struggle in the short run to resolve issues, they arealso likely to develop enhanced performance potential once things are worked out.A. TrueB. False23) 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. False24) Research indicates that diversity among team members rarely creates performancedifficulties early in the teams life or stage of development.A. TrueB. False25) Eustress has a negative impact on both attitudes and performance.A. TrueB. False26) Wellness involves maintaining physical and mental health to better deal with stress when itoccurs.A. TrueB. False
  • 27) Stress is a state of tension experienced by individuals facing extraordinary demands,constraints, or opportunities.A. TrueB. False28) Milgram designed experiments to determine the extent to which people __________.A. are willing to use coercive power to gain influence.B. obey the commands of an authority figure.C. learn from personal failures.D. are willing to learn new things as a means of gaining expert power.29) Which one of the following statements does NOT provide an accurate description of StanleyMilgrams experiments?A. the experimental results revealed that 35 percent of the subjects subjected the “learner” tothe maximum level of shock and the remaining 65 percent refused to obey the experimenter atvarious intermediate points.B. experimental subjects were instructed to give what they believed were successively higherlevels of electric shocks to people who missed the word pairsC. 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.D. the basic conclusion of Milgrams studies is there is a tendency for individuals to comply withand be obedient to authority.30) Which of the following statements about power and organizational politics is NOT correct?A. power and politics always exist in organizations.
  • B. managers derive their power from personal and organizational sources.C. power and politics represent the seamy side of management, since organizations are notdemocracies composed of individuals with equal influence.D. few instances exist where individual and organizational interests are compatible.31) High-performance teams have strong core values that help guide their attitudes andbehaviors in directions consistent with the teams purpose.A. TrueB. False32) High-performance teams have special characteristics that allow them to excel at teamworkand achieve special performance advantages.A. 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) _________________ is often used in combination with vertical leadership.A. shared leadershipB. organizational goal settingC. power negotiationD. individual leadership
  • 35) 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. B. the approach is built around revisions to Bass Multifactor Leadership Questionnaire.C. A. the theory currently consists of nine factors including five transformational, threetransactional one non-transactional factor.D. 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.36) Four of the CLT leadership dimensions are:A. charismatic/value based, systematic, future orientation, performance driven.B. autonomous, participative, driven, focus-oriented.C. self-protective, autonomous, humane-oriented, team-oriented.D. implicit, explicit, specific, detailed.37) The __________ and the __________ are important ways in which firms learn to co-evolveby altering their environments.A. management of networks… influence of governmentsB. use of corporate philanthropy… influence of governmentsC. management of networks…development of alliancesD. influence of governments…development of alliances38) Large systems tend to be susceptible to the __________, wherein managers fail to monitortheir environments, recognize the important trends, or sense the need for change, andconsequently their organizations slowly lose their competitive edge.A. impatience trap
  • B. boiled frog phenomenonC. proactive phenomenonD. immobility trap39) The obvious organizational design response to uncertainty and volatility is to opt for a more__________ form.A. mechanisticB. bureaucraticC. centralizedD. organic