Unlike leadership research, research on power tends to focus on _____.

a. individual styles in using power

b. strategies for goal attainment

c. tactics for gaining compliance

d. the administration of rewards

e. the effective use of threats

Unlike leadership research, research on power tends to focus on _____.

c. tactics for gaining compliance

(p. 451)

Which of the following is least likely to create dependency?

a. importance

b. scarcity

c. nonsubstitutability

d. power legitimacy

e. supply and demand

Which of the following is least likely to create dependency?

a. importance

b. scarcity

c. nonsubstitutability

d. power legitimacy

e. supply and demand

d. power legitimacy

Power tactics can be defined as _____.

a. the only legitimate sources of power

b. techniques for translating power bases into specific action

c. strategies for gathering and maintain support

d. organizational structural characteristics

e. approaches for winning arguments

Most studies confirm that the concept of _____ is central to understanding sexual harassment.

            a.   power

            b.   sex

            c.   reasonableness

            d.   abuse

            e.   love

            Political behaviors usually _____.

            a.   lie outside of an individual’s specified job requirements

            b.   are counterproductive to individual goals

            c.   are seen only in large organizations

            d.   are frowned upon by organizational leaders

            e.   are expect as part of each job requirement

       Which of the following is not an example of an impression management technique?

            a.   admitting responsibility

            b.   capitulating

            c.   flattery

            d.   granting favors

            e.   ingratiating

According to the interactionist’s perspective, a group that functions without conflict is _____.

            a.  living up to behavioral ideals

            b.  prone to becoming static and apathetic

            c.  likely to be responsive to the need for change and innovation

            d.  the most productive

            e.  an rare phenomenon

           Conflict is functional if it _____.

            a.  is accepted by all members of a group

            b.  is satisfying to the individual members of the group

            c.  causes group members to argue

            d.  causes turnover

            e.  none of the above

For process conflict to be productive, it must be _____.

            a.  kept high

            b.  kept low

            c.  kept at low-to-moderate levels

            d.  kept at moderate levels

            e.  subject to managerial control

            For task conflict to be productive, it should be _____.

            a.  kept high

            b.  kept low

            c.  kept at low-to-moderate levels

            d.  kept at moderate levels

            e.  subject to managerial control

The categories of causes or souces of conflict include all of the following except

a. communication

b. structure

c. group interaction

d. personal variables

e. All of the above are causes of sources of conflict

            What is the overall goal of conflict management?

            a.  achieving the desired conflict level

            b.  resolving conflict

            c.  stimulating conflict

            d.  identifying conflict

            e.  assessing the source of conflict

The two general approaches to bargaining are known as ________.

            a.  emotional and rational.

            b.  affective and reflective

            c.  distributive and integrative

            d.  formal and informal.

            e.  legal and restrictive.

Which of the following is not a step in the negotiation process?

            a.  definition of ground rules

            b.  clarification and justification

            c.  bargaining and problem solving

            d.  process evaluation

            e.  preparation and planning

Organizational structure has six key elements.  Which of the following is not one of these elements?

            a.  centralization

            b.  departmentalization

            c.  span of authority

            d.  formalization

c.  span of authority

(suppose to be span of control)

_____ are consistent with recent efforts by companies to reduce costs, cut overhead, speed up decision making, increase flexibility, get closer to customers, and empower employees.

a.    Wider spans of control

b.    Narrower spans of control

c.    Matrix structures

d.    Simple structures

Which one of the following is consistent with a simple structure?

            a.  high centralization

            b.  high horizontal differentiation

            c.  high employee discretion

            d.  standardization

Which of the following is not a weakness of the simple structure?

a. It is risky.

b. It is prone to information overload

c. There is little unity of command

d. It can lead to slower decision making

e. It is often insufficient in larger organization

The virtual is also called the _____ or  _____ organizations.

a. network; modular

b. team; social

c. pyramid; multi-level

d. boundaryless; global

e. simple; unitary

The virtual organization stands in sharp contrast to the typical bureaucracy that has many vertical levels of management and where control is sought through _________.

            a.  ownership

            b.  teams

            c.  imposing limits

            d.  directives

            e.  manipulation

Which of the following is not a determinant of an organization’s structure?

a.    strategy

b.    organization size

c.    innovation

d.    technology

The innovation strategy is characterized by:

            a.  unorthodox structures.

            b.  a mixture of loose with tight properties.

            c.  low specialization and low formalization.

            d.  high technology.

The _____ of an environment refers to the degree to which it can support growth.

            a.  capacity

            b.  qualifications

            c.  potential

            d.  capability

Which of the following is not a characteristic of organizational structure?

a.  attention to detail

b. innovation

c. formality orientation

d. team orientation

e. outcome orientation

The key characteristic of organizational culture which addresses the degree to which management decisions take into consideration the effect of outcomes on people within the organization is termed:

            a.   humanistic work practices.

            b.   sense of community.

            c.   team orientation.

            d.   people orientation.

The key characteristic of organizational culture which addresses the degree to which people are competitive rather than easygoing is termed:

            a.   assertiveness.

            b.   competitiveness.

            c.   aggressiveness.

            d.   risk taking.

The dominant culture is:

            a.   the sum of the subcultures.

            b.   defined by the leader.

            c.   synonymous with the organization’s culture.

            d.   the same as strong culture.

Which characteristic is not reflective of subcultures?

a. includes core values of the organization

b. typically defined by department designation

c. includes values shared only within the organization

d. usually defined by geographic separation

e. includes values unique to members of a department or group

A strong culture can act as a substitute for which of the following?

            a.   institutionalization

            b.   formalization

            c.   socialization

            d.   organizational rules

            e.   social support

Culture is most likely to be a liability when _____.

            a.   it increases the consistency of behavior

            b.   the organization’s environment is dynamic

            c.   the organization’s management is ineffectual

            d.   it reduces ambiguity

            e.   countercultures are integrated into the dominant cultures

Which of the following is not a stage of the socialization process?

            a.   prearrival

            b.   encounter

            c.   metamorphosis

            d.   ritual

            e.   none of the above

An organizational culture most likely to shape high ethical standards is one that _____.

a.     is high in risk tolerance

b.    is low-to-moderate in aggressiveness

c.     focuses on means as well as outcomes

d.    all of the above

e.     none of the above

What does a positive organizational culture do?

a.     uses positive reinforcement instead of punishment

b.    rarely uses rewards

c.     emphasizes individual growth

d.    emphasizes building on the organization’s strengths

e.     emphasizes organizational vitality 

Which of the following is true regarding behavioral structured interviews?

            a.   They are conducted in a similar manner as audition-type interviews.

            b.   They decrease an interviewer’s reliance on his or her “gut feelings.”

            c.   They are most useful when interviewing high-performing workers.

            d.   They are useful only for interviewing non-skilled workers.

            e.   They increase the effectiveness of the interview technique.

The behavioral structured interview is built on the assumption that _____.

            a.   past behavior is the best predictor of future behavior

            b.   technical knowledge and skills are the best predictor of job performance

            c.   personality is the best predictor of job performance

            d.   personality and mood are highly correlated

            e.   technical knowledge and mood are highly correlated

Which type of skill training has become increasingly important in organizations?

            a.   financial

            b.   technical

            c.   problem solving

            d.   interpersonal

            e.   social

Performance evaluations are used as a mechanism for all of the following except _____.

            a.   monitoring the success of marketing strategies

            b.   determining promotions

            c.   human resource planning

            d.   identifying training and development needs

            e.   none of the above

When an appraiser rates employees based on items on a continuum with the points reflecting actual behaviors on a given job, this type of evaluation is called _____.

            a.   BARS

            b.   critical incident

            c.   graphic rating scale

            d.   behavioral structured ratings

            e.   MBWA

Managing resistance to change that is _____ is extreamely difficult.

a. passive

b. resolute

c. deferred

d. explicit

e. overt

_____ is a source of organizational resistance.

            a.   Structural motion

            b.   Security

            c.   Unlimited focus of change

            d.   Support of established power relationships

            e.   Threat to resource allocations 

Politics suggest that the impetus for change is more likely to come from _____.

a.     outside change agents

b.    employees who are new to the organization

c.     managers slightly removed from the main power structure.

d.    all of the above

e.     none of the above

In the process of action research, diagnosis is followed by:

a.       feedback.

b.      analysis.

c.       action.

d.      evaluation.

Which of the following is not true of Organizational Development?

a.       Problems should be condensed.

b.      Problems should be openly confronted.

c.       Effective organizations are characterized by trust.

d.      People should be treated with dignity and respect.

Which of the following is not a step in the Appreciative Inquiry process?

a.       discovery

b.      dreaming

c.       devise

d.      destiny

Which has been the most studied potential source of innovation?

a.       cultural

b.      structural

c.       human resources

d.      champions

Which of the following is not a characteristic of a learning organization?

a.       There is a shared vision upon which everyone agrees.

b.      People sublimate their personal self-interest to work together to achieve the organization’s shared vision.

c.       Members integrate old ways of thinking with new ideas.

d.      People openly communicate with each other.

Which is not a strategy for managers to make their firms learning organizations?

a. Establish a strategy that makes management's commitment to innovation explicit.

b. Redesign the organization's structure by flattening the structure and increasing the use of cross-functional teams

c. Reshape the organization's culture by emphasizing risk taking and openness.

d. Systematically collect data and then select a change action based on the analyzed data

e. make it clear that people high in the organization are behind any proposed change.