MGT 307 Final Exam Guide 6\t\u00a0\t\t\t1. Organizational behavior is an interdisciplinary body of knowledge with strong ties to all of the following disciplines EXCEPT:\t\t\tA. \u00a0 \u00a0Anthropology\t\t\tB. \u00a0 \u00a0Psychology\t\t\tC. \u00a0 \u00a0Physics\t\t\tD. \u00a0 \u00a0Sociology\t\t\t\u00a0\t\t\t2. \u00a0________________ is a multidisciplinary field devoted to understanding individual and group behavior, interpersonal processes, and organizational dynamics:\t\t\tA. \u00a0 \u00a0Workgroup analysis\t\t\tB. \u00a0 \u00a0Organizational behavior\t\t\tC. \u00a0 \u00a0Motivation\t\t\tD. \u00a0 \u00a0Performance management\t\t\t\u00a0\t\t\t3. From its scientific heritage, organizational behavior has developed all of the following except:\t\t\tA. \u00a0 \u00a0Contingency thinking\t\t\tB. \u00a0 \u00a0An emphasis on finding the one best way to complete a task\t\t\tC. \u00a0 \u00a0An interdisciplinary body of knowledge\t\t\tD. \u00a0 \u00a0Use of scientific methods\t\t\t\u00a0\t\t\t4. Three important levels of cultural analysis in organizations are:\t\t\tA. \u00a0 \u00a0Shared objectives, shared values and shared mission\t\t\tB. \u00a0 \u00a0Implicit culture, shared values and common experiences\t\t\tC. \u00a0 \u00a0Explicit culture, implicit culture and common assumptions\t\t\tD. \u00a0 \u00a0Observable culture, shared values and common assumptions\t\t\t\u00a0\t\t\t5. Managers can modify the ____________ of culture, such as the language, stories, rites, rituals and sagas\t\t\tA. \u00a0 \u00a0Visible aspects\t\t\tB. \u00a0 \u00a0Vocal aspects\t\t\tC. \u00a0 \u00a0Oral aspects\t\t\tD. \u00a0 \u00a0Verbal aspects\t\t\t\u00a0\t\t\t6. The _________ culture includes the unique stories, ceremonies, and corporate rituals that make up the history of the firm or a group within it\t\t\tA. \u00a0 \u00a0Shared\u00a0\t\t\tB. \u00a0 \u00a0Latent\t\t\tC. \u00a0 \u00a0Observable\t\t\tD. \u00a0 \u00a0Common\t\t\t\u00a0\t\t\t7. Common forms of unintentional ethics lapses that individuals should guard against include all of the following EXCEPT:\t\t\tA. \u00a0 \u00a0Claiming too much personal credit for one’s performance contributions\t\t\tB. \u00a0 \u00a0Prejudice that derives from unconscious stereotypes and attitudes\t\t\tC. \u00a0 \u00a0Promoting people who excel in their respective positions\t\t\tD. \u00a0 \u00a0Favoring others who can benefit someone\t\t\t\u00a0\t\t\t8. A person who is a __________ assumes a unique responsibility for work that is accomplished largely through the efforts of other people\u00a0\t\t\tA. \u00a0 \u00a0Human resources director\t\t\tB. \u00a0 \u00a0Team member\t\t\tC. \u00a0 \u00a0Manager or team leader\u00a0\t\t\tD. \u00a0 \u00a0Change agent\t\t\t9. Scientific methods models are simplified views of reality that try to identify major factors and forces underlying real-world phenomenon\u00a0\t\t\tA. \u00a0 \u00a0True\t\t\tB. \u00a0 \u00a0False\t\t\t10. _______________ is often accompanied by an unwillingness to understand alternative points of view and to take the values they represent seriously\t\t\tA. \u00a0 \u00a0Proxemics\t\t\tB. \u00a0 \u00a0Ethnocentrism\t\t\tC. \u00a0 \u00a0Self-importance\t\t\tD. \u00a0 \u00a0Kinesics\t\t\t11. Which of the following statements about the role of language in cross-cultural communication is NOT CORRECT?\t\t\tA. \u00a0 \u00a0In 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\t\t\tB. \u00a0 \u00a0Members of low context cultures are very explicit in using the spoken and written word\t\t\tC. \u00a0 \u00a0In 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\t\t\tD. \u00a0 \u00a0Australia, Canada and the United States have low context cultures\t\t\t12. _____________ are important to spot since non-verbal’s can add insight into what is really being said in face-to-face communication\t\t\tA. \u00a0 \u00a0Mixed messages\t\t\tB. \u00a0 \u00a0Mangled messages\t\t\tC. \u00a0 \u00a0Merged messages\t\t\tD. \u00a0 \u00a0Perceptual distractions\t\t\t13. A high performing team can be created by doing the all of the following except:\t\t\tA. \u00a0 \u00a0Creating a sense of urgency\t\t\tB. \u00a0 \u00a0Communicating high-performance standards\t\t\tC. \u00a0 \u00a0Ensuring that new information is kept to a minimum\t\t\tD. \u00a0 \u00a0Making sure members have the right skills\t\t\t14. Each of the following is a characteristic of high-performance teams except:\t\t\tA. \u00a0 \u00a0High-performance teams turn a general sense of purpose into specific performance objectives\t\t\tB. \u00a0 \u00a0High-performance teams have strong core values\t\t\tC. \u00a0 \u00a0Members of high-performance have the right mix of skills\t\t\tD. \u00a0 \u00a0High-performance teams have members who focus on individual effort and excellence\t\t\t15. _______________ typically work with a target completion date and disband once their purpose has been fulfilled\t\t\tA. \u00a0 \u00a0Teams that review things\t\t\tB. \u00a0 \u00a0Teams that run things\t\t\tC. \u00a0 \u00a0Teams that study things\t\t\tD. \u00a0 \u00a0Teams that recommend things\t\t\t16. The conflict management style of _____________ involves being both cooperative and assertive. \u00a0This style is characterized by trying to fully satisfy everyone’s concerns by working through differences and finding and solving problems so that everyone gains\t\t\tA. \u00a0 \u00a0Collaboration\t\t\tB. \u00a0 \u00a0Accommodation\t\t\tC. \u00a0 \u00a0Compromise\t\t\tD. \u00a0 \u00a0Avoidance\t\t\t17. The conflict management style of _____________ involves being both cooperative and assertive. \u00a0This style is characterized by letting the wishes of others rule, and smoothing over and overlooking differences to maintain harmony\t\t\tA. \u00a0 \u00a0Collaboration\t\t\tB. \u00a0 \u00a0Accommodation\t\t\tC. \u00a0 \u00a0Completion\u00a0\t\t\tD. \u00a0 \u00a0Avoidance\t\t\t18. 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?\t\t\tA. \u00a0 \u00a0Compromise\t\t\tB. \u00a0 \u00a0Collaboration\t\t\tC. \u00a0 \u00a0Accommodation\t\t\tD. \u00a0 \u00a0Competition\t\t\t19. Which of the following is the correct order of Maslow’s need from the lowest (lower-order-need) to the highest (higher-order-need)?\t\t\tA. \u00a0 \u00a0Physiological, social, safety, self-actualization, and esteem\t\t\tB. \u00a0 \u00a0Social, esteem, self-actualization, physiological and safety\t\t\tC. \u00a0 \u00a0Physiological, safety, social, esteem, and self-actualization\t\t\tD. \u00a0 \u00a0Safety, social, physiological, esteem and self-actualization\t\t\t\u00a0\t\t\t20. Content theories attempt to explain work behaviors based on _____________?\t\t\t\u00a0\t\t\tA. \u00a0 \u00a0Pathways to need satisfaction and the influence of blocked needs\t\t\tB. \u00a0 \u00a0The impact of individual ethics on business decisions\t\t\tC. \u00a0 \u00a0Perceptions on-the-job\t\t\tD. \u00a0 \u00a0The relationship between values and attitudes\t\t\t\u00a0\t\t\t21. In the context of motivation, persistence refers to _________\t\t\t\u00a0\t\t\tA. \u00a0 \u00a0The different needs that and individual is trying to satisfy.\t\t\tB. \u00a0 \u00a0The amount of effort a person puts forth\t\t\tC. \u00a0 \u00a0And individuals choice when presented with a number possible alternatives\t\t\tD. \u00a0 \u00a0The length of time a person sticks with a given action\t\t\t\u00a0\t\t\t22. Unlocking the full potential of teams and teamwork rich in diversity is one of the great advantages of high-performance organizations\t\t\t\u00a0\t\t\tA. \u00a0 \u00a0True\t\t\tB. \u00a0 \u00a0False\t\t\t\u00a0\t\t\t23. Diversity offers a rich pool of information, talent, and varied perspectives that can help improve team problem solving and increase creativity\t\t\t\u00a0\t\t\tA. \u00a0 \u00a0True\t\t\tB. \u00a0 \u00a0False\t\t\t\u00a0\t\t\t24. In general, chances for long-term group success are better when the group input foundations “\ufffd tasks; goals, rewards, and resources, technology, membership diversity and group size “\ufffd are stronger.\t\t\t\u00a0\t\t\tA. \u00a0 \u00a0True\t\t\tB. \u00a0 \u00a0False\t\t\t\u00a0\t\t\t25. Eustress has a negative impact on both attitudes and performance.\t\t\t\u00a0\t\t\tA. \u00a0 \u00a0True\t\t\tB. \u00a0 \u00a0False\t\t\t\u00a0\t\t\t26. Employee assistance programs are designed to provide help to employees who are experiencing personal problems and the stress associated with them\t\t\t\u00a0\t\t\tA. \u00a0 \u00a0True\t\t\tB. \u00a0 \u00a0False\t\t\t\u00a0\t\t\t27. Job burnout manifests itself as a loss of interest in and satisfaction with a job due to stressful working conditions\t\t\t\u00a0\t\t\tA. \u00a0 \u00a0True\u00a0\t\t\tB. \u00a0 \u00a0False\u00a0\t\t\t\u00a0\t\t\t28. 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?\t\t\t\u00a0\t\t\tA. \u00a0 \u00a0Senior managers may justify their lofty positions within organizations by separating themselves from stockholders\t\t\tB. \u00a0 \u00a0 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\t\t\tC. \u00a0 \u00a0In firms the legitimacy of those at the top increasingly derives from their positions are representatives for various constituencies\t\t\tD. \u00a0 \u00a0In U.S. firms higher authority denotes those close to the top of the corporate pyramid\t\t\t\u00a0\t\t\t29. Milgram designed experiments to determine the extent to which people ______\t\t\t\u00a0\t\t\tA. \u00a0 \u00a0Are willing to learn new things as a means of gaining expert power\t\t\tB. \u00a0 \u00a0Obey the commands of an authority figure\t\t\tC. \u00a0 \u00a0Are willing to use coercive power to gain influence\t\t\tD. \u00a0 \u00a0Learn from personal failures\t\t\t\u00a0\t\t\t30. Which of the following statements about power and organizational politics is NOT correct?\t\t\t\u00a0\t\t\tA. \u00a0 \u00a0Few instances exist where individual and organizational interests are compatible\t\t\tB. \u00a0 \u00a0Managers derive their power from personal and organizational sources\t\t\tC. \u00a0 \u00a0Powers and politics always exist in organizations\t\t\tD. \u00a0 \u00a0Power and politics represent the seamy side of management, since organizations are not democracies composed of individuals with equal influence\t\t\t\u00a0\t\t\t31. High-performance teams have special characteristics that allow them to excel at teamwork and achieve special performance advantages\t\t\t\u00a0\t\t\tA. \u00a0 \u00a0True\t\t\tB. \u00a0 \u00a0False\t\t\t\u00a0\t\t\t32. High-performance teams have strong core values that help guide their attitudes and behaviors in directions consistent with the team’s purpose\t\t\t\u00a0\t\t\tA. \u00a0 \u00a0True\t\t\tB. \u00a0 \u00a0False\t\t\t\u00a0\t\t\t33. 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.\t\t\t\u00a0\t\t\tA. \u00a0 \u00a0True\t\t\tB. \u00a0 \u00a0False\t\t\t\u00a0\t\t\t34. Four of the CLT leadership dimensions are:\t\t\t\u00a0\t\t\tA. \u00a0 \u00a0Implicit, explicit, specific, detailed\t\t\tB. \u00a0 \u00a0Autonomous, participative, \u00a0driven, focus-oriented\t\t\tC. \u00a0 \u00a0Charismatic\/value based, systematic, future orientation, performance driven\t\t\tD. \u00a0 \u00a0Self-protective, autonomous, humane-oriented, team-oriented\t\t\t\u00a0\t\t\t35. All of the following statements about shared leaderships are correct except:\t\t\t\u00a0\t\t\tA. \u00a0 \u00a0The influence process often involves peer or lateral influence\t\t\tB. \u00a0 \u00a0Leadership is restricted among a set of individuals who act in the role of a superior\t\t\tC. \u00a0 \u00a0Leadership today is not restricted simply to the vertical influence of a single individual but to other people as well\t\t\tD. \u00a0 \u00a0The 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\t\t\t\u00a0\t\t\t36. \u00a0All of the following statements about full-range leadership theory are true except:\t\t\t\u00a0\t\t\tA. \u00a0 \u00a0The approach is built around revisions to Bass’ Multifactor Leadership Questionnaire\t\t\tB. \u00a0 \u00a0FRLT is fast becoming \u00a0the most commonly used leadership theory used by organizations\t\t\tC. \u00a0 \u00a0The theory currently consists of nine factors including five transformational, three transactional one non-transactional factor\t\t\tD. \u00a0 \u00a0Some 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.\t\t\t\u00a0\t\t\t37. 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\t\t\t\u00a0\t\t\tA. \u00a0 \u00a0True\t\t\tB. \u00a0 \u00a0False\t\t\t\u00a0\t\t\t38. One of the foremost trends in management involves using _____________ to streamline operations and reduce staff in order to lower costs and raid productivity\t\t\t\u00a0\t\t\tA. \u00a0 \u00a0Just-in time inventory control\t\t\tB. \u00a0 \u00a0Information technology\t\t\tC. \u00a0 \u00a0Reengineering techniques\t\t\tD. \u00a0 \u00a0Total quality management\t\t\t\u00a0\t\t\t39. The obvious organizational design response to uncertainty and volatility is to opt for a more _________ form\t\t\t\u00a0\t\t\tA. \u00a0 \u00a0Organic\t\t\tB. \u00a0 \u00a0Bureaucratic\t\t\tC. \u00a0 \u00a0Mechanistic\u00a0\t\t\tD. \u00a0 \u00a0Centralized<\/p>\n","protected":false},"excerpt":{"rendered":"
MGT 307 Final Exam Guide 6 \u00a0 1. Organizational behavior is an interdisciplinary body of knowledge with strong ties to all of the following disciplines EXCEPT: A. \u00a0 \u00a0Anthropology B. \u00a0 \u00a0Psychology C. \u00a0 \u00a0Physics D. \u00a0 \u00a0Sociology \u00a0 2. Read More …<\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[],"tags":[],"class_list":["post-227415","post","type-post","status-publish","format-standard","hentry"],"_links":{"self":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/posts\/227415","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/comments?post=227415"}],"version-history":[{"count":0,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/posts\/227415\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/media?parent=227415"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/categories?post=227415"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/tags?post=227415"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}