Term
| _____ are the subjective interpretations we give to information and messages we receive from sensory inputs. |
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Definition
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Term
| Gary assesses his level of reasoning abilities and understands that he is at the conventional level of personal development. In which of the following situations does Gary typically exhibit this level of development? |
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Definition
| When he follows rules and lives up to the expectations of others |
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Term
| Which of the following is true of impression management? |
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Definition
| It can contribute to higher performance ratings. |
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Term
| At which level of moral development are right and wrong determined by what is rewarded and punished? |
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Definition
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Term
| According to Kenneth Goodpaster, _____ is an unbalanced and excessive focus on a single purpose or goal. |
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Definition
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Term
| Which of the following statements is true of high organizational commitment? |
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Definition
| It increases employees’ emotional attachment toward an organization. |
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Term
| _____ are affective states that arise in response to information or messages a person receives from specific sensory inputs. |
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Definition
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Term
| Which of the following is true of attitudes in the context of organizational behavior? |
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Definition
| They are summary evaluations of a particular object or individual. |
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Term
| _____ considers the results of an action before determining the ethical nature of the action. |
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Definition
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Term
| Which of the following best defines the fundamental attribution error? |
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Definition
| It refers to the act of attributing the source of another’s behavior to personal factors instead of to the situation. |
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Term
| Which of the following is true about the halo effect? |
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Definition
| A single trait of a person influences the overall perception of him. |
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Term
| The perceptual error that occurs when a person uses only one piece of known information to come to a general perception about another person is known as a(n) _____. |
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Definition
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Term
| _____ is the innate or developed capability to recognize, manage, and exercise emotions in relationships. |
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Definition
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Term
| Robert and Frida work in a large event management firm. While the event that Frida worked on was a huge success, the one that Robert worked on had several issues and was not as successful. Frida feels that Robert failed because he is irresponsible and lacks the skills to be successful in the event management industry. However, the real reason for Robert’s event failing was the vendors that were contracted. Frida’s observation about Robert is an example of a(n) _____. |
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Definition
| fundamental attribution error |
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Term
| Which of the following best describes cognitive dissonance? |
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Definition
| It is the uncomfortable mental state we experience if our behavior does not fit our perceptions or deeper beliefs. |
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Term
| Which of the following is true of the ABC framework of attitudes? |
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Definition
| It includes attitudes pertaining to behavioral intentions. |
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Term
| Rex believes in the importance of first impressions so much so that he finds it difficult to change it even when presented with contrary evidence. Rex’s perceptual bias is referred to as a(n) _____. |
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Definition
| anchoring and adjustment error |
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Term
| The state government of Tauresia has instructed its utilities firms to schedule rolling blackouts on a daily basis. The purpose of these blackouts is to ensure that power supply is available to its neighboring states. The government believes that although people may suffer some discomfort during these blackouts, it is in the best interests of a larger group of people. The Tauresian government’s decision is an example of _____. |
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Definition
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Term
| _____ is a moral philosophy that holds that ethical managers strive to produce “the greatest good for the greatest number.” |
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Definition
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Term
| Which of the following statements is true of high emotional intelligence? |
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Definition
| It results in decreased job turnover. |
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Term
| Tracy is working on a project, the process for which was decided by her manager. She is aware that the process is inefficient and not the best way to do the project, but her manager insists that it gets done his way. Tracy is most probably suffering from a(n) _____. |
|
Definition
| cognitive dissonance error |
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Term
| _____ are attachments or bonds to people, actions, or organizations. |
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Definition
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Term
| Which of the following statements is true of high emotional intelligence? |
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Definition
| It results in increased commitment in employees. |
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Term
| Screening out information that contradicts an existing perception is known as a(n) _____. |
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Definition
| selective perception error |
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Term
| Which of the following is a characteristic of a person at the preconventional level of moral development? |
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Definition
| Ethics is determined by self-interest. |
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Term
| Which of the following statements is true of the sustainable organizational behavioral approach to perceptions? |
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Definition
| It tends to loosen the perpetual anchors and adjust perceptions. |
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Term
| _____ are people’s explanations of the causes of their behaviors or performance. |
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Definition
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Term
| Which of the following statements best defines the term “ethics”? |
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Definition
| They are a set of principles or standards that differentiate right from wrong. |
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Term
| A moral point of view refers to: |
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Definition
| framework of values we use to develop our internally consistent and logically justified principles and standards of right and wrong. |
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Term
| Which of the following is true of servant leadership? |
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Definition
| It is essentially invisible to followers. |
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Term
| Which of the following styles of leadership behavior tends to yield both high levels of productivity and feelings of commitment and trust? |
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Definition
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Term
| Which of the following leadership behaviors refers to a category of leadership behaviors that are supportive, relationship oriented, and employee centered? |
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Definition
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Term
| The goal of contingency theories is to: |
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Definition
| identify key situational factors that help best determine which leader behaviors best meet organizational goals under different conditions. |
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Term
| A _____ leadership style is appropriate when organizational members have the competence but not the confidence necessary to perform a task. |
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Definition
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Term
| According to Robert House’s leadership styles, which of the following styles of leadership is advisable when job assignments are unclear and followers need to know how the reward structures work? |
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Definition
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Term
| Which of the following is a goal of the sustainable leadership style of empowering? |
|
Definition
| To facilitate responsiveness |
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Term
| According to the path–goal theory, which of the following styles of leadership is similar to consideration leadership behavior? |
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Definition
|
|
Term
| Which of the following is a consideration behavior? |
|
Definition
| Being relationship oriented |
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|
Term
| Which of the following styles of sustainable leadership is appropriate to use when the need for support and direction is high? |
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Definition
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|
Term
| Which of the following is true of the Leader-Member exchange theory? |
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Definition
| Leader-member relationships can eventually evolve into in groups and out groups. |
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Term
| The situational leadership II model suggests that: |
|
Definition
| leaders need to change their style over time according to how their followers develop. |
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Term
| According to the leader-member exchange theory, which of the following is an indicator of low-quality relationships? |
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Definition
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|
Term
| In which of the following situations is a coaching style of leadership most appropriate? |
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Definition
| When a new employee endures a long training period and begins to lose interest in a job |
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Term
| Which of the following streams of leadership research examined the impact of different leadership styles based on the situations? |
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Definition
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|
Term
| Which of the following is true of Level 5 leaders as described by Jim Collins? |
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Definition
| They have confidence in the capability of the members of their organization. |
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Term
| The sustainable style of enabling is different from conventional directing in that the sustainable style is: |
|
Definition
| primarily concerned with having others learn the necessary skills for long-term performance. |
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Term
| Which of the following styles of leaderships affirms an employee’s confidence and encourages more independence? |
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Definition
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Term
| _____ typically occurs when leaders set clear and challenging goals for employees, showing confidence in their abilities and the expectation that they can perform at high levels. |
|
Definition
| Achievement-oriented leadership |
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Term
| _____ is evident when leaders consult with employees about decisions and engage them in a workplace setting to encourage group discussion and hear suggestions. |
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Definition
|
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Term
| Which of the following is a difference between conventional and sustainable approaches to explaining leadership behavior? |
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Definition
| A conventional approach tends to focus on behaviors that are visible to followers, while a sustainable approach includes behaviors that are invisible to followers. |
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Term
| Which of the following is a difference between Fiedler’s contingency theory of leadership and Robert House’s path–goal theory? |
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Definition
| Fred Fiedler’s contingency theory asserts that leaders cannot change their behavior, while Robert House’s path–goal theory assumes that leaders are flexible. |
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Term
| Which of the following does the position power contingency of Fiedler’s contingency theory of leadership explore? |
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Definition
| It looks at whether a leader has the power to reward and punish employees. |
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Term
| Which of the following Situational Leadership II leadership styles is appropriate to employ when organizational members lack technical knowledge yet are enthusiastically committed to learning? |
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Definition
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Term
| A _____ leadership style is appropriate when organizational members have the appropriate job-related competence and are highly committed to perform independently. |
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Definition
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Term
| According to Robert House’s leadership styles, which of the following is similar to the initiating structure leadership style? |
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Definition
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Term
| _____ is based on the premise that effective leadership depends on a match between leadership style and situational demands. |
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Definition
| Fiedler’s contingency theory of leadership |
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Term
| Which of the following styles of sustainable leadership corresponds to the conventional leading style of delegating? |
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Definition
|
|
Term
| Which of the following is true of Robert House’s path–goal theory? |
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Definition
| It states that a leader’s behavior is considered acceptable to a follower to the degree that it satisfies a follower’s needs. |
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|
Term
| Which of the following best defines servant leadership? |
|
Definition
| It is an active approach to leadership that promotes the interests of others. |
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|
Term
| Which of the following styles of sustainable leadership is appropriate to use when the need for support and direction is low? |
|
Definition
|
|
Term
| According to Fiedler’s contingency theory of leadership, which of the following contingencies looks at whether the followers know what needs to be accomplished and how to go about doing it? |
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Definition
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Term
| Which of the following techniques is used to address a dysfunctional norm with regard to information sharing? |
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Definition
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Term
| Which of the following is a difference between the conventional approach and the sustainable approach to the norm of workload sharing? |
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Definition
| The conventional approach focuses on limiting the negative effects of free riders through monitoring, while a sustainable approach tries to promote the positive effects of consistent contributors. |
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Term
| A _____ session is an unstructured process of sharing ideas. |
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Definition
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|
Term
| Which of the following is true about a group? |
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Definition
| It is focused more on the interpersonal relationships among members. |
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Term
| Which of the following best describes task cohesion? |
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Definition
| t is the shared commitment among members to achieve a goal. |
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Term
| The first four stages of group development that are common to all teams are: |
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Definition
| forming, storming, norming, and performing. |
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Term
| _____ is a real or perceived difference in interests between two or more team members. |
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Definition
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|
Term
| A _____ team consists of members from a particular area or department. |
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Definition
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Term
| Which of the following techniques may be used to reduce free riding? |
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Definition
| Enforcing work accountability |
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|
Term
| Which of the following is the best definition for a team? |
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Definition
| It is a task-oriented collection of people who work interdependently to achieve common goals. |
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Term
| Which of the following is a difference between task cohesion and social cohesion? |
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Definition
| Task cohesion relates to members’ commitment toward achieving goals, whereas social cohesion relates to the attachment between team members. |
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Term
| Which of the following is true about the forming stage of group development? |
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Definition
| Members have high levels of commitment but low levels of competency working in the team. |
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Term
| During the forming stage, a leader’s techniques should include: |
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Definition
|
|
Term
| Which of the following is true about social cohesion? |
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Definition
| It decreases friction in the team. |
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Term
| Ben’s team is the sales team at a large pharmaceutical company. His team members all have different ideas on how to rope in a large client, and in the process, they are undercutting each other’s efforts. To manage the potential conflict, Ben informs his team that the main purpose of their efforts is to rope in the client and not to beat their peers. In this scenario, Ben has managed conflict by reminding his team about the team’s _____. |
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Definition
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Term
| Team members during the norming stage experience feelings of: |
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Definition
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|
Term
| Which of the following is true of the storming stage? |
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Definition
| There is an emphasis on managing conflict. |
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Term
| During the storming stage, one of the issues for team members is: |
|
Definition
| whether the team will get through the time of conflict. |
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Term
| A superordinate goal may be described as a higher- level goal that is: |
|
Definition
| recognized as important by team members. |
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Term
| A(n) _____ is a staged debate between two dominant perspectives. |
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Definition
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Term
| Scarlet Corp. has put together a team of employees who are all specialists in the field of biometrics. The CEO of Scarlet Corp. wants them to develop a retina scanner that can be customized to fit client needs. The team of biometric engineers is an example of a _____ team. |
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Definition
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|
Term
| While forming a team, a leader’s selection should: |
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Definition
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|
Term
| A _____ is a collection of two or more people who share a common interest or association. |
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Definition
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|
Term
| Which of the following best describes the term satisficing? |
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Definition
| It describes a decision process in which an adequate option is chosen instead of the best possible option. |
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Term
| Which of the following is a characteristic of a team? |
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Definition
| Team members are interdependent on each other. |
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Term
| A virtual team is a team that is: |
|
Definition
| composed of members who live in geographically diverse settings and who may even belong to different organizations. |
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Term
| Which of the following is true of boundary-spanning activities? |
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Definition
| They involve looking to other departments for resources. |
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Term
| One of the techniques used by leaders during the storming stage is: |
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Definition
|
|
Term
| Which of the following is a difference between free riders and conditional contributors? |
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Definition
| Conditional contributors’ contributions depend on the situation, whereas free riders do as little as possible. |
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Term
| In a _____ team, one person has the responsibility and legitimate authority. |
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Definition
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Term
| A sustainable team using the transformation approach to address conflict involves changing team members’ perspectives: |
|
Definition
| from specific positions to more general goals. |
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|
Term
| A typically dysfunctional norm relating to workload sharing is evident when one or more teams engage in _____. |
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Definition
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|
Term
| Which of the following is a difference between teams and groups? |
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Definition
| Groups are more concerned about the benefits of interpersonal relationships among members, whereas teams are not. |
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Term
| A way to resolve conflicts due to task interdependence is by: |
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Definition
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Term
| Cardeck, an automobile manufacturing firm, is characterized by an organizational structure that has designated departments and sub departments to handle different operations. The production unit has employees with similar technical skills and expertise to deal with product development, while the marketing department exclusively handles promotional sales activities. This is an example of _____ departmentalization. |
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Definition
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Term
| _____ refers to a sustainable approach to organizational behavior that places emphasis on mutual discernment and gives stakeholders a voice in how an organization is managed and how jobs are performed. |
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Definition
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|
Term
| _____ departmentalization occurs when an organization uses both functional and divisional structures. |
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Definition
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|
Term
| With regard to basic assumptions of organizational culture, which of the following is a difference between conventional and sustainable organizations? |
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Definition
| Conventional organizations give precedence to shareholder interests, while sustainable organizations consider the interests of multiple stakeholders. |
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|
Term
| From a sustainable point of view, which of the following is a typical consequence of too little experimentation? |
|
Definition
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Term
| _____ provide tangible evidence of an organization’s values and include the organization’s physical features and formal structure and systems. |
|
Definition
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Term
| With regard to Max Weber’s first fundamental issue of ensuring that work activities are completed in the best way possible, sustainable organizational behavior emphasizes on _____. |
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Definition
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|
Term
| Cultural artifacts in sustainable organizations are more likely to: |
|
Definition
| have been introduced in an emergent bottom-up fashion. |
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Term
| _____ form the oral history of critical events that have shaped an organization. |
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Definition
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|
Term
| ______ is the practice of using contracts to transfer some of an organization’s recurring internal activities and decision-making rights to outsiders better equipped to utilize the latest technologies and reduce costs. |
|
Definition
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|
Term
| Which of the following is true of the competing values framework? |
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Definition
| It consists of a basic framework that categorizes organizational cultures based on two core dimensions. |
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|
Term
| Which of the following is a dimension of the competing values framework? |
|
Definition
| Predictability versus adaptability |
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Term
| n the context of centralization, _____ describes the number of members over whom a given manager has authority. |
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Definition
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|
Term
| Which of the following dimensions of departmentalization focuses on internal efficiency and external adaptiveness? |
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Definition
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Term
| _____ are behavioral practices that perpetuate, reinforce, and keep alive a particular value that defines an organization. |
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Definition
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Term
| _____ refers to the set of shared assumptions, values, and experiences that influence the ways in which individuals, teams, and groups interact with one another and work toward company goals. |
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Definition
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Term
| An organization that is characterized by members who would not like to maintain the status quo is more likely to value: |
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Definition
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Term
| _____ refers to grouping members and resources together to achieve the work of the larger organization. |
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Definition
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|
Term
| According to Max Weber, the third conventional fundamental of organizing from the conventional perspective is _____. |
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Definition
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|
Term
| From a conventional point of view, placing too little emphasis on standards leads to: |
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Definition
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|
Term
| Which of the following is true of an organizational culture with an internal focus? |
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Definition
| Organizational goals are designed to be consistent with members’ strengths. |
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Term
| _____ departmentalization occurs when members are placed into the same department based on having similar technical skills and using similar resources to perform their tasks. |
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Definition
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|
Term
| Which of the following is true of a highly centralized organization? |
|
Definition
| The authority to make decisions rests with members at the top of the organization’s hierarchy. |
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Term
| In the light of the competing values framework, a sustainable approach tends to: |
|
Definition
| focus especially on the instrumental needs of the external marketplace. |
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Term
| ____ is the process of giving authority to a person or group to make decisions in a specified sphere of activity. |
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Definition
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|
Term
| Which of the following is the sustainable response to Max Weber’s second fundamental of organization that seeks to ensure that an organization’s members’ subtasks contribute to the whole? |
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Definition
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|
Term
| Which of the following is true of organizational cultures that value stability? |
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Definition
| They welcome standards and norms. |
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Term
| A(n) _____ refers to a typical pictorial representation of the formal authority relationships within a company’s structure. |
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Definition
|
|
Term
| Which of the following is a consequence of sustainable sensitization? |
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Definition
| Job descriptions are focused on the interrelationships among members. |
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Term
| Flybolt, a leading manufacturer in the automobile industry, introduces an assembly-line production process. The process involves workers performing specific designated tasks to build subcomponents of the product rather than the complete product. With time, workers get so focused exclusively on their tasks that they lose sight of the big picture. This is a typical example of: |
|
Definition
| excessive specialization. |
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|
Term
| ____ refers to grouping standardized organizational tasks into separate jobs. |
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Definition
|
|
Term
| Which of the following best describes the process of standardization? |
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Definition
| It refers to designing basic work activities to ensure tasks are performed in the best way to accomplish the overall work of the organization. |
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