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I already received my grade but can not figure out which question I got wrong. I got 24/25 right. Can you

clarify?


1.      Kotter suggests that leadership and management:

 

a)      consist of very similar activities.

 

b)      involve the alignment of people to the overall direction of the organization through communication.

 

c)      involve management of major change efforts within the organization.

 

d)      are two distinct, yet complementary systems of action in organizations.

 

2.      When you delegate responsibility and authority, you must be prepared to allow employees to fail.

 

a)      True

 

b)      False

 

3.      A tenet of _________________________ is that work exists for the person as much as the person exits for work.

 

a)      transactional leadership

 

b)      abusive leadership

 

c)      servant leadership

 

d)      charismatic leadership

 

4.      According to Blake and Mouton and their Leadership Grid, an authority-compliance manager with high concern for production (results) and low concern for people would be in what position on the grid?

 

a)      9,1

 

b)      1,1

 

c)      1,9

 

d)      9,9

 

5.      Transactional leaders inspire and excite followers to high levels of performance.

 

a)      True

 

b)      False

 

6.      Dimensions used to classify followers include:

 

a)      active/passive, critical/uncritical thinking, and independent/interdependent

 

b)      active/passive, critical/uncritical thinking, and independent/dependent

 

c)      active/passive, dialectic/socratic thinking, and independent/interdependent

 

d)      active/neutral, dialectic/socratic thinking, and independent/interdependent

 

7.      Effective followers practice self-management and self-responsibility.

 

a)      True

 

b)      False

 

8.      Which of the following statements is true of leaders with high emotional intelligence?

 

a)      They look for challenges and ways to add to their talents.

 

b)      They use a more people-oriented style that is empowering.

 

c)      They lose their effectiveness.

 

d)      They make better decisions under high stress.

 

9.      The path-goal approach to leadership is based on expectancy theory and postulates that the basic role of the leader is to enhance follower motivation so that the followers are able to experience need gratification.

 

a)      True

 

b)      False

 

10.  Which of the following is a positive consequence of conflict in an organization?

 

a)      It provides a healthy distraction from work.

 

b)      It is emotional or behavioral in origin.

 

c)      It breaks down group cohesion.

 

d)      It leads to the generation of new ideas.

 

11.  When a child gets sick at school, the parent often must leave work to care for the child. This is an example of:

 

a)      interrole conflict

 

b)      intrarole conflict

 

c)      interpersonal conflict

 

d)      person-role conflict

 

12.  The key to managing conflict in a multicultural workforce is:

 

a)      to address the power distance issue

 

b)      the degree to which a culture is more individualistic or collectivist

 

c)      to apply the appropriate resolution strategy

 

d)      understanding cultural differences and appreciating their value

 

13.  Managers should work to stimulate functional conflict when they suspect their group is suffering from groupthink.

 

a)      True

 

b)      False

 

14.  ________________ is the ability to see life from another person's perspective.

 

a)      Attribution

 

b)      Empathy

 

c)      Displacement

 

d)      Rationalization

 

15.  The key to conflict management is:

 

a)      to prevent or resolve dysfunctional conflict

 

b)      to discourage functional conflict

 

c)      to enhance creativity in an organization

 

d)      to improve work relationships between two parties

 

16.  When negotiators let emotion rather than cognition determine their actions, it is much less likely that the conflict will be resolved.

 

a)      True

 

b)      False

 

17.  Conflict that occurs between two or more organizations is considered:

 

a)      intraorganizational conflict

 

b)      intergroup conflict

 

c)      interorganizational conflict

 

d)      interpersonal conflict

 

18.  All of the following are planned corporate changes except:

 

a)      installing a computer-controlled machine tool

 

b)      responding to an increase in the excise tax on gasoline

 

c)      preparing materials and making arrangements for a workforce diversity-training workshop

 

d)      scheduling production runs for the peak vacation period of June through August

 

19.  When the organization makes a large-scale change such as moving to a new structure, the change would be considered:

 

a)      strategic

 

b)      transactional

 

c)      transformational

 

d)      radical

 

20.  Disengagement involves:

 

a)      breaking the psychological contract

 

b)      mass terminations

 

c)      increasing performance standards

 

d)      employee discipline

 

21.  Lewin's model proposes that successful change efforts require:

 

a)      there must be top management support

 

b)      they must be introduced incrementally and receive the necessary resource allocation

 

c)      effective communication will be essential

 

d)      the three-stage process must be completed

 

22.  A key to managing resistance to change is to plan for it and be ready with a variety of strategies for using the resistance as feedback.

 

a)      True

 

b)      False

 

23.  Which of the following is true of change leaders within organizations?

 

a)      They use a balance of technical and interpersonal skills.

 

b)      They are more task oriented than general managers.

 

c)      They are uncomfortable with uncertainty.

 

d)      They operate in only one leadership style.

 

24.  Coaching is always done in a one-on-one manner.

 

a)      True

 

b)      False

 

25.  Which of the following is true of external change agents?

 

a)      They know about the organization's history and culture.

 

b)      They are not preferred by employees because of their partiality.

 

c)      They have no power in directing changes.

 

d)      They bring an outsider's objective view to the organization.

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