For more course tutorials visit uophelp.com is now newtonhelp.com www.newtonhelp.com MGT 307 Final Exam Guide 6 1. Organizational behavior is an interdisciplinary body of knowledge with strong ties to all of the following disciplines EXCEPT: A. Anthropology B. Psychology C. Physics D. Sociology 2. ________________ is a multidisciplinary field devoted to understanding individual and group behavior, interpersonal processes, and organizational dynamics: A. Workgroup analysis B. Organizational behavior C. Motivation D. Performance management

1. MGT 307 Final Exam Guide 6
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MGT 307 Final Exam Guide 6
1. Organizational behavior is an interdisciplinary body of knowledge with strong ties
to all of the following disciplines EXCEPT:
A. Anthropology
B. Psychology
C. Physics
D. Sociology
2. ________________ is a multidisciplinary field devoted to understanding individual
and group behavior, interpersonal processes, and organizational dynamics:
A. Workgroup analysis
B. Organizational behavior
C. Motivation
D. Performance management

2. 3. From its scientific heritage, organizational behavior has developed all of the
following except:
A. Contingency thinking
B. An emphasis on finding the one best way to complete a task
C. An interdisciplinary body of knowledge
D. Use of scientific methods
4. Three important levels of cultural analysis in organizations are:
A. Shared objectives, shared values and shared mission
B. Implicit culture, shared values and common experiences
C. Explicit culture, implicit culture and common assumptions
D. Observable culture, shared values and common assumptions
5. Managers can modify the ____________ of culture, such as the language, stories,
rites, rituals and sagas
A. Visible aspects
B. Vocal aspects
C. Oral aspects
D. Verbal aspects
6. The _________ culture includes the unique stories, ceremonies, and corporate
rituals that make up the history of the firm or a group within it
A. Shared
B. Latent
C. Observable

3. D. Common
7. Common forms of unintentional ethics lapses that individuals should guard against
include all of the following EXCEPT:
A. Claiming too much personal credit for one’s performance contributions
B. Prejudice that derives from unconscious stereotypes and attitudes
C. Promoting people who excel in their respective positions
D. Favoring others who can benefit someone
8. A person who is a __________ assumes a unique responsibility for work that is
accomplished largely through the efforts of other people
A. Human resources director
B. Team member
C. Manager or team leader
D. Change agent
9. Scientific methods models are simplified views of reality that try to identify major
factors and forces underlying real-world phenomenon
A. True
B. False
10. _______________ is often accompanied by an unwillingness to understand
alternative points of view and to take the values they represent seriously
A. Proxemics
B. Ethnocentrism
C. Self-importance
D. Kinesics
11. Which of the following statements about the role of language in cross-cultural
communication is NOT CORRECT?

4. 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 spoken
B. Members of low context cultures are very explicit in using the spoken and written
word
C. In high context cultures, must of the message communicated must be inferred or
interpreted from the context, which includes body language, the physical setting and
past relationships
D. Australia, Canada and the United States have low context cultures
12. _____________ are important to spot since non-verbal’s can add insight into what
is really being said in face-to-face communication
A. Mixed messages
B. Mangled messages
C. Merged messages
D. Perceptual distractions
13. A high performing team can be created by doing the all of the following except:
A. Creating a sense of urgency
B. Communicating high-performance standards
C. Ensuring that new information is kept to a minimum
D. Making sure members have the right skills
14. Each of the following is a characteristic of high-performance teams except:
A. High-performance teams turn a general sense of purpose into specific
performance objectives
B. High-performance teams have strong core values
C. Members of high-performance have the right mix of skills
D. High-performance teams have members who focus on individual effort and
excellence
15. _______________ typically work with a target completion date and disband once
their purpose has been fulfilled

5. A. Teams that review things
B. Teams that run things
C. Teams that study things
D. Teams that recommend things
16. The conflict management style of _____________ involves being both
cooperative and assertive. This style is characterized by trying to fully satisfy
everyone’s concerns by working through differences and finding and solving
problems so that everyone gains
A. Collaboration
B. Accommodation
C. Compromise
D. Avoidance
17. The conflict management style of _____________ involves being both
cooperative and assertive. This style is characterized by letting the wishes of others
rule, and smoothing over and overlooking differences to maintain harmony
A. Collaboration
B. Accommodation
C. Completion
D. Avoidance
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
19. Which of the following is the correct order of Maslow’s need from the lowest
(lower-order-need) to the highest (higher-order-need)?

6. A. Physiological, social, safety, self-actualization, and esteem
B. Social, esteem, self-actualization, physiological and safety
C. Physiological, safety, social, esteem, and self-actualization
D. 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 needs
B. The impact of individual ethics on business decisions
C. Perceptions on-the-job
D. The relationship between values and attitudes
21. 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 forth
C. And individuals choice when presented with a number possible alternatives
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
great advantages of high-performance organizations
A. True
B. False

7. 23. Diversity offers a rich pool of information, talent, and varied perspectives that can
help improve team problem solving and increase creativity
A. True
B. False
24. In general, chances for long-term group success are better when the group input
foundations – tasks; goals, rewards, and resources, technology, membership diversity
and group size – are stronger.
A. True
B. False
25. Eustress has a negative impact on both attitudes and performance.
A. True
B. False
26. Employee assistance programs are designed to provide help to employees who are
experiencing personal problems and the stress associated with them
A. True
B. False
27. Job burnout manifests itself as a loss of interest in and satisfaction with a job due
to stressful working conditions

8. A. True
B. False
28. In today’s modern organization the base foe power and politics rests on a system
of authority. Which of the following statements about legitimacy regarding power is
not correct?
A. Senior managers may justify their lofty positions within organizations by
separating themselves from stockholders
B. In other societies higher authority does not have a bureaucratic or organizational
reference but consists of those with moral authority such as tribal chiefs, religious
leaders
C. In firms the legitimacy of those at the top increasingly derives from their
positions are representatives for various constituencies
D. In U.S. firms higher authority denotes those close to the top of the corporate
pyramid
29. Milgram designed experiments to determine the extent to which people ______
A. Are willing to learn new things as a means of gaining expert power
B. Obey the commands of an authority figure
C. Are willing to use coercive power to gain influence
D. Learn from personal failures
30. Which of the following statements about power and organizational politics is NOT
correct?
A. Few instances exist where individual and organizational interests are compatible

9. B. Managers derive their power from personal and organizational sources
C. Powers and politics always exist in organizations
D. Power and politics represent the seamy side of management, since organizations
are not democracies composed of individuals with equal influence
31. High-performance teams have special characteristics that allow them to excel at
teamwork and achieve special performance advantages
A. True
B. False
32. High-performance teams have strong core values that help guide their attitudes
and behaviors in directions consistent with the team’s purpose
A. True
B. False
33. 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 a leader modeling expected behaviors.
A. True
B. False
34. Four of the CLT leadership dimensions are:
A. Implicit, explicit, specific, detailed

10. B. Autonomous, participative, driven, focus-oriented
C. Charismatic/value based, systematic, future orientation, performance driven
D. 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 influence
B. Leadership is restricted among a set of individuals who act in the role of a
superior
C. Leadership today is not restricted simply to the vertical influence of a single
individual but to other people as well
D. The key distinction between shared leadership and traditional models of
leadership is that the influence process involves more than just downward influence of
subordinates by an appointed elective leader
36. All of the following statements about full-range leadership theory are true except:
A. The approach is built around revisions to Bass’ Multifactor Leadership
Questionnaire
B. FRLT is fast becoming the most commonly used leadership theory used by
organizations
C. The theory currently consists of nine factors including five transformational,
three transactional one non-transactional factor
D. Some scholars consider the FRLT as an approach that could serve as a general
leadership model that would trim or eliminate the numerous models now emphasized
today.
37. One of the foremost trends in management involves using information technology
to streamline operations and reduce staff in order to lower costs and raid productivity

11. A. True
B. False
38. One of the foremost trends in management involves using _____________ to
streamline operations and reduce staff in order to lower costs and raid productivity
A. Just-in time inventory control
B. Information technology
C. Reengineering techniques
D. Total quality management
39. The obvious organizational design response to uncertainty and volatility is to opt
for a more _________ form
A. Organic
B. Bureaucratic
C. Mechanistic
D. Centralized