Exam 2 - anm Name -' i .I I‘._./:' t ,_ MULTIPLE CHOICE....

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Unformatted text preview: anm Name -' i .I I‘._./:' t ,_ MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question. 1] r aclei'luaiel}r evaluating it consequences. A} Lneonflictecl atlherenee C} Hype rs‘igilanee Bl Unconflictcit change D] Dctcnsi‘cc avoidance 2} Simple miles of thumb used to help make saiisiicing decisions are known as- heuristies C] programmed deeistons. it] homing L'tElCS. {3|} preoccisions. occurs when decision makers stick to the first iclea that comes to mincl without 3} If a group has individuals in t'lifierent locations participate in nominal group centerenees via telephone. i1 is using: P.) the Stepladder iochnlouc C] the ElEClHJEttL' meeting system. 4) lt you want to frame a decision in sueh a way as to increase the likelihood that people I.rirrll he more willing to take risksr you should: It] the Delphi technique. l3} Noni:- ot the at: true. A] frame the prohieni in terms of the potential losses to he sufierecl. halanr‘e the framing of the problem between potential losses and positive gains. C} trame the problem in terms of the positive gains to be received U] do none of the above. 5] fine can prevent or diminish grooplhinl-c by: LEE/“breaking the larger group into subgroups. B] sticking to the decision once it is made. Q} encouraging memos-rs to keco their skepticiSm about solutions to themselves. oing all of the above. (1} Electronic ineeimg systems are simply a high teeh version of: E} decision support systems. A} the nominal group tech C} Ihe Stepiaclcler'reehniclt nique ie. D] the Delphi technique. F} The level otnnrertainty in a tleeision, can he reduced by: A] increasing the number of decision inokci's involved. H} increasing the information avaiinblo from which to make the decision. (1] raising the level of manager involved in the decision. Ti] doing all of these. 3) t-‘IJI-ien making a decision, it an individual is more willing to consider complex solutions based on ambiguous information after earel'tillj.r studying the data, and enjoys solving igrrfilsibsmsr hiEIJ'h-flr decision style is most likely,r to Iour-2: r‘t] directive. B] analytical C] behavioral. D] conceptual. .l] 2} 3} .6] a 3} 9] The Delphi tedmr'que has the advantage of: 9] M minimizing 31mm to rank-rm to amen“ opinimut. It) muttering the word at the group daisiufl process. C] emwmging maximum participatrm. H) reducing costs while arrange-mesa. tfl} W it Inan help to play the rut-e re' devil'sadvoratef in nutritionally find lault Will't a 1-D} I" prupmed datum This would be IrHEt merit} for which at the follower; strategies For “aiding '- groupttrjnk? A) l-lulcling amend-chance meetings fl] open inquujr C) Admitting short-tummy D} Urdu; arbgrmrps 11} Cornputer programs that help derision makers decide how to make a dude-tier: are lumth an 1]} [at A} programmed decision making. E]: administrative modeling systems. C} deci sitar: supp art systems. D} heurigtirs. 11} Fur an individual to exercise expert Fewer in an nrgnntaatturt. heishe must Iii;er aim has: A} charisma power. it} expert power. C] soda] influence Power. D] legitimate power. 13} lndwrduals with the rapidly- to {antral am to itle and my are slid to have 13] A) stimulation power. B) reward power. C} rectal power. D} (mu-re palm M} When It name-r- to expert pewter 1.1:. fl Airtisthenmmmmmlyusedtypeolpusinmpuwer B} timer-re DI the least used besesof power. 1:] E11352 who are able In use rt are among the merit puwerful in an urgnrrimtian. D} it is based in personal qualities; haw Jamel-i one it: admired. as well as une's abilityr to enthuse uthem l5} Power that derives from the recognized ability.r at someone tit make decisitme is referred to as: 15} liiiLt}legitimate power. 3] reward power. C] expert pewrr. D} referent power. lfi] LEI‘UY is trying to get his idea through tn the operations director abautTQM. He has talked tn ether 1ft} fr-‘i flour supervisms and with the HR VP and takes cine supervisor and the HR director in with him to talk with the ups director Lem}- in fieiling l-u'ri TQM Idea up the urgmiza'tiun by use at the technique Di A] H] responsibith t2] emigruenrae D] EMIIIID’I'I 1?} {Jrgmizatimui puhuul attirity is lib-j}- tn occur in the tare at: 1?} A] lag-ammo! scarce res-numbeingat stake. B} C] mild-ting interests of organizational units. D} afl of Hmmnditions '18) Suppose that you do something the way your boss asks you to do it because you beiieve your boss lei-lows the best wags to cio it. What type of power would 1your boss be relying on in this case? A} Legitimate power B}: Reward power C} Expert power Di Coercive power 19} Till-1 capacity to neutralize anothers influence is known as: A} pressure } counterpowei: C} iegitimaling. D} collaboration. 2U} To become. a transformation leader one needs to: A) discover tlte shortest oecislon path in problem solving With the group. B} use a more permissive and parlieipative management style. (I) set and delegate clear attainable goals to self-ntanaged work teams. D} build group confidE‘nee by pointing out smell aeeoinplishuients toward the goal. 2 [} Utarisntatic: leadership: ft) carries with it the assumption of virtue. fl) tends to polarize followers. ,.- . ' .x, - E] is an appropriate leadership style for any Ciretri‘rislanee D] tends to undermine ioli satisfaction while Increasing employee commitment. 22] [i foilowers are neither walling nor able to do the job. which style oi leadErsliip is needed?I A] Teilling B) Selling C} Participating D"; Delegatirig 23] Charismatic leaders are different from other leaders by virtue of: fit] their level of delegation and direction. ii] the traits they possess. C} their al'iilitj.r to balance task and people issues. D} their relationship with their followers. 241] The University of Michigan and Ohio State studies of leadership in the l‘fiils developed leadership theories around the two dimensions of: A} initiating structure and consideration. LT; traits and personality. {I} personalized leadership motivation and socialized leadership motivation. T3} autocratic and permissive behavior. 25} According to situational leadership theory. leaders must be able to: Meet appropriate goals and irtspire others to ailain thorns ii) choose the proper strategy for decision making. C] diagnosifi a situation and identify Lbe appropriate behavioral response. ['3] control valued rewards and believable punishnieri ts ?6]| When managers make decisions they rely most heavily on: E} the use of team decision making. D] {li‘ClSIUIt support systems 'rules and procedures. [ll their experience. I3] 151} 2‘3} 21} 241] as} ._l._ ZTl The nominal and [lelpiti techniques suffer from a similar drawback. It} a lower quality decision than with od'ter techniques produce. [it the acceptance of the decision that L3 matte C} a susceptibility to grotipttiinlc Ll} None oi the above. 2-8] The first step in the use of the Delphi technique is: A} recon-ling the experts‘ responses Eu} posing the. problem. C} enlisting the. cooperation of the experts. D} having the experts comment on each others responSes. 29] Group decision making does have a few disadvantages, such as: A} possible intimidation by the group leader. B] a tendencyr to waste time. {I} the potential [or group conllirt. I'J} rut ol Ihc— above. Ell) Organizational politics is concerned with: A] meeting organizational goals. 13] actions not officially sanctioned by the organization to meet orte's own goals. C} the meeting oi departmental goals. ,jl')}._ the disbursement oi subunit power. 31] Research found that ‘l-‘r'ilhll’l successiul Eirrns. strategic contingEncies were controlled by: A} depttrtrrtents that had the longest history and most experienced people. B] subunits that controlled the majority of valued resources. C} departments that were the most important for organizational success. D} Subunits closest to the CEO in the Ettlll'tt‘lt‘ll}? structure 32] When it comes to organizational poll ties and the human resource function, it seems that; 3 political activity is limited to the training and development function. ‘13] political activit}r is present in employee selection, appraisal, and Lenipeiisstiun, '[-,'.}_i'. is the least political ot management functions because of the intense governmental regulation. 'Ll] orgaiuzational political actiatty is discouraged here except in dealings with upper rnanagernent. 33) People who score low in Li“: tend to: It] be primarily interested in attaining success at the task. El perceive someone with whom the}; do not want: to work in positive tern-is. C } he relal ion ship—oriented . U} be none oi the Ell'lf‘IL'E. it'll If a group seeks answers too quickly in a sense of desperation, this}; are guilty of: A} unconflicted change B} lnrpereigilance. C} defensive avoidance. D} unconflicted adherence. zsi fill] 32] as] -"I I j- 35] In 2005. approximately how much did the EEOC recover in monetary benefits for the charging parties of sexaal harassment? A] EFt‘l rniltzon til fin-'13 million C] Sl25 million D} $15 million so} When a leader is described as having something special , seeminglyr has the abilitj,r to bring about protound changes in others beliefs. perceptions. etc.. this leader is described as: It] a leader with high initiating structure. E} a transformational leader. C} a team management leader. D] a charismatic leader. 3?} A number of tactors restrain an escalation ofcomrnitment in decision maldng. including: St} when the person involved decides he! she is not willing to read about the decision in the newspaper. Ell when the amount invested is less than what is expected to be gained. CTan indwidnal can diffuse their responsibility for earlier failing actions . Edit the probabilityr of failure is fairly low. 38} 1v't'hich of the following is \lUi' true about seXUal harassment? it} The victim must be a member of the opposite sex. -BJ_The harasser can be a non—employee. {.i The harasser's conduct must be unwelcome. D) it may occur without economic injury. 3'9) 'I'he idea that people possess certain r‘haracterislico that make them leaders: A) is the contingency theory ot leadership. {fl-Elie the trait approach to leadership. C} describes normative theory. DJ is the basis of situational leadership theory. 4U] A behavioral approach to leadership focuses on: at] what the leader does. Bi who the leader is. L") who the followers of the leader are. , _ flit} when the leader uses what style of leadership ’ 'i 41} The leadership dimensions of consideration and initiating structure seem to be: A} exclusionary. in that high in one means low in the other. Bi complimentary. in that they work in combination. C) independent. :n tlial Lliey have little if any effect on each other. D} dependent, in that a teader can't be high in one without being high in the other. 42} in terms of the managerial grid. a manager who is high in concern for production and low in concern For people is said to have all an management style. Irv-Elna st: "El impoverished {TEL rnidd le—otnthe-road - Di. country club -13_‘.I A hieh concern for people and a low concern for production is a Eli-country club Elteam “Hillale til/Nonddle—o f—the—roact ma nagemenl style. 35} ._i_.'_ so 3a 38‘] an 4o in '14 42} F- ol 14] The variables used by Ftedler to define the heritability of a Ieader'ssitoatim induded all but ‘let}! which of the following? task struettJre El position power (3] roup size IE) ieader-member- realtions 45] The Elliio State approach to the study of leadership is an example of the: 4-5} :' A] a great person app-roadi. @fitualional approach. C] Gestalt approach. [3} behavioral approach. 45] An advantage at the "high consideration" leadership style is that it tends to: 45} E" A} enhance productrrrty. E} enhance job satisfaction. C] Speed derision melting. DJ he helpful in high pressure situations. 4?] Interaction process analysis is a: 4?} A} med-rod of measunng consideration behanon Wore used in employee mmeling. E} way of determining talc structure. U] torhnique used to observe and record interpersonal behavior. 43} Sample and Wilson's leadership stud},r of experimental psyci'ioitig].r students found that: 43} it A] high LPC leaders are more considerate than low LFC leaders. at leaders differ in the timing of their behaviors. Ema-emotional leaders are more effective that task-oriented leaders. (@35ka leaders are more reflective than sector-emotional leaders. 49} The management theory that views workers as selfemotivating. interested in their work. having, 49} fl“ a need to achieve and be recognized. etc., is: A.) Theory is. B} Theory Y. C} classical management theory. D} scientific management theory. W} According to Lit-tat Them-3r. most leaders m} i— tahlish a favorable relatiml'up with any subordinate Who is interested. B tr)“ to treat each subordinate the same way to mm fairness _'E'.l_estahlish a special relationship with than munediate superior. ‘IQLestainsh a special relationship with a small number of subordinates. ...
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This note was uploaded on 04/23/2008 for the course PSY 321 taught by Professor Graham during the Spring '08 term at San Diego State.

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Exam 2 - anm Name -' i .I I‘._./:' t ,_ MULTIPLE CHOICE....

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