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MGMT 6100 Test Review Questions With Complete Solutions ________ refers to the degree of camaraderie within the group and is often associated with increased levels of productivity and rewarding experience for the group's members. Punctuated equilibrium Cohesion Norming Collective efficacy Correct Answers Cohesion 360-Degree Feedback is best used for 360-Degree feedback should not be used in the workplace since some individuals might not provide objective feedback. Compensation and reward decisions. Determining promotion readiness within an organization. Developmental purposes. Correct Answers Developmental purposes. A group can be defined as A collection of individuals who interact with each other such that one person's interactions have an impact on the others. A group of players forming one side in a competitive game or sport. A small number of people with complimentary skills who are committed to a common purpose, performance goals, and approach for which they are mutually accountable.
A cohesive coalition of people working together to achieve mutual goals. Correct Answers A collection of individuals who interact with each other such that one person's interactions have an impact on the others. A group where members become conflict avoidant and focus more on trying to please each other may risk making flawed decisions, and even fall prey to groupthink. In such a case, the group may be suffering from Too much time in the storming phase Too much cohesion Punctuated equilibrium Too little cohesion Correct Answers Too much cohesion A significant difference between Fiedler's Contingency Theory and many of the other contingency leadership theories, including Situational Leadership and House's Path-Goal Theory is that
- Fiedler's Contingency Theory assumes that a leader's style is not fixed and can change, while Situational Leadership and House's Path-Goal Theory assumes a leader can not vary their style depending on the situation.
- Fiedler's Contingency Theory assumes that a leader's style is fixed and does not change, while Situational Leadership and House's Path-Goal Theory assumes a leader can vary their style depending on the situation.
- Fiedler's Contingency Theory was proven to be accurate while Situational Leadership and House's Path-Goal Theory were proven to be inaccurate.
According to "Leading Change: Why Transformation Efforts Fail" by John P. Kotter, the change process in organizations goes through a series of phases that, in total, usually require a considerable length of time. Skipping steps creates only the illusion of speed and never produces a satisfying result True False Correct Answers True According to "Six Habits of Merely Effective Negotiators," by James K. Sebenius, experienced and successful negotiators should approach negotiations as a process to reconcile underlying positions. True False Correct Answers False According to "Six Habits of Merely Effective Negotiators," by James K. Sebenius, partisan perceptions, where one portrays their own side as "more talented, honest and upright," is an extensively researched, unconscious mechanism that influences many negotiators. True False Correct Answers True According to "Six Habits of Merely Effective Negotiators," by James K. Sebenius, reaching an agreement requires understanding and addressing your counterpart's problem as a means of solving your own.
True False Correct Answers True According to "Six Habits of Merely Effective Negotiators," by James K. Sebenius, three elements are at play in any negotiations - issues, positions and interests. Effective negotiators should focus primarily on a reconciliation of interests. positions. issues. Correct Answers interests According to Daniel Goleman in "What Makes a Leader," all of the following are components of Emotional Intelligence except
- Extraversion
- Motivation
- Empathy
- Social skill
- Self-awareness
- Self-regulation Correct Answers Extraversion According to Daniel Goleman in "What Makes a Leader," we are each born with certain levels of emotional intelligence skills. But we can strengthen these skills through persistence, practice, and feedback from colleagues or coaches. TRUE/FALSE Correct Answers True According to Daniel Goleman in "What Makes a Leader," what distinguishes great leaders from merely good leaders is
According to Geert Hofstede's Culture Framework, the following description would refer to which cultural dimension? A culture where unequal distribution of power is seen as more acceptable, where people higher up in the organizational hierarchy are viewed as more powerful and deserving of a higher level of respect, and where employees are less likely to question the power and authority of their manager but are expected to conform.
- High Uncertainty Avoidance
- High Masculinity (High Competitiveness)
- High Power Distance
- High Individualism (Low Collectivism) Correct Answers High Power Distance According to Herzberg's Two Factor Theory, Hygiene Factors include achievement, recognition, interesting work, increased responsibilities, advancement, and growth. True False Correct Answers False According to John P. Kotter in "What Leaders Really Do," leadership involves all the following except
- Aligning people.
- Motivating and inspiring.
- Setting direction.
- Organizing and staffing. Correct Answers Organizing and staffing.
According to John P. Kotter in "What Leaders Really Do," management and leadership both involve deciding what needs to be done, creating networks of people to accomplish the agenda, and ensuring that the work actually gets done. TRUE/FALSE Correct Answers True According to John P. Kotter in "What Leaders Really Do," management involves all the following except
- Organizing and staffing.
- Planning and budgeting.
- Setting direction.
- Controlling activities and solving problems. Correct Answers Setting direction. According to Katzenbach and Smith in "The Discipline of Teams," a team cannot "own" its purpose unless management leaves it alone to develop its purpose. True False Correct Answers False According to Katzenbach and Smith in "The Discipline of Teams," all the following are elements of the definition of teams except A small group of people who hold themselves mutually accountable A small group of people with complementary skills
According to Katzenbach and Smith in "The Discipline of Teams," most teams can be classified in one of three ways. Which is not one of these three classifications? Teams that create things Teams that recommend things Teams that make or do things Teams that run things Correct Answers Teams that create things According to Michael Beer's formula for leading change, ( D x M x P ) > C The variable C stands for ________________. Note: The formula is also often expressed as ( D x M x P ) > ( Rc + Cc ) Collaboration Culture Cost of Change Community Correct Answers Cost of Change According to Michael Beer's formula for leading change, ( D x M x P ) > C The variable D stands for ________________. Diligence Dissatisfaction Develop Direction Correct Answers Dissatisfaction
According to Michael Beer's formula for leading change, ( D x M x P ) > C The variable M stands for ________________. Note: The formula is also often expressed as ( D x M x P ) > ( Rc + Cc ) Model Method Management Means Correct Answers Model According to Michael Beer's formula for leading change, ( D x M x P ) > C The variable P stands for ________________. Note: The formula is also often expressed as ( D x M x P ) > ( Rc + Cc ) Pivot Passion Proof Process Correct Answers Process According to Nitin Nohria and Paul Lawrence's Four-Drive Theory described in "Employee Motivation: A Powerful New Model," people are guided by four basic emotional needs, or drives. Which of the following is not one of these four drives?
The establishment of trust Unapologetic accountability Healthy conflict Unwavering commitment Correct Answers The establishment of trust According to the interactionist perspective of behavior, behavior is
- A function of the person and the situation interacting with each other.
- Is the most important factor in employee effectiveness and personality assessments should be used during employee selection (hiring) to determine the employees with the desired behaviors.
- Does not change. For example, individuals with extraverted personalities (high levels of extraversion) will be the most effective leaders regardless of the situation.
- Fixed and individuals will always act in accordance with their personality traits. Correct Answers A function of the person and the situation interacting with each other. According to The Leadership Challenge by Kouzes and Posner, leadership can not be learned. You are born with it. "Either you have it or you don't." TRUE/FALSE Correct Answers False After scholars became disillusioned with the trait-based approaches to leadership in the 1940s, they began to focus on behavioral approaches to leadership by trying to determine the
behaviors of effective leaders. Through the work of researchers at Ohio State University and the University of Michigan, two broad categories of leadership behaviors were identified. These two categories are:
- Leadership behaviors and management behaviors.
- Goal-oriented behaviors and laissez-faire decision-making behaviors.
- Extraverted behaviors and introverted behaviors.
- Task-oriented behaviors and people-oriented behaviors. Correct Answers Task-oriented behaviors and people-oriented behaviors. After the disappointing results of the trait-based and behavioral approaches to leadership, scholars began to specifically incorporate the role of the environment into leadership theories. One of the first of these contingency approaches to leadership was Fiedler's Contingency Model (also called the LPC Theory of Leadership), developed by Fred Fiedler in the 1960s. One of the most important contributions from Fiedler's Contingency Model is that
- it recognized that the employees that are the most difficult to work with (Least Preferred Coworker) are also disliked by their managers.
- it recognized that regardless of whether the situation is "favorable," "medium," or "unfavorable," a strong people- oriented leader will always lead to more productive results.
- it recognized that leaders can change and adapt their leadership style since the LPC score is different than a personality trait and is very easy to change. Correct Answers it
Dependency Commitment Correct Answers Dependency All of the following are general characteristics found in effective appraisal systems except Adequate notice in letting employees know what criteria will be used during the appraisal. Judgement based on evidence that includes documenting performance and using factual evidence instead of opinions. Forced ranking systems that provide clearly defined differentiation between top performers and poor performers. Fair hearing that ensures there is two-way communication during the appraisal process and that the employee's side of the story is heard. Correct Answers Forced ranking systems that provide clearly defined differentiation between top performers and poor performers All of the following are key decisions in designing effective teams, except Composition Diversity Size Task Correct Answers Task All of the following are reasons why Goal Setting Theory increases motivation except Goals provide a challenge and a sense of accomplishment when completed.
Goals provide direction and focus. Goals encourage people to think out of the box and seek creative, non-traditional ways of working. Goals energize people and encourage them to keep going until the goal is accomplished. Goals drive employee performance and motivation, even when employees are lacking the skills and abilities needed to accomplish the goal. Correct Answers Goals drive employee performance and motivation, even when employees are lacking the skills and abilities needed to accomplish the goal. All of the following are recommendations for successfully managing diversity except
- Building a culture of respecting diversity
- Providing preferential treatment, like hiring a less-qualified minority candidate.
- Reviewing recruitment practices
- Holding managers accountable for diversity Correct Answers Providing preferential treatment, like hiring a less-qualified minority candidate. All of the following are social team roles except Calibrator Coordinator Communicator Cooperator Correct Answers Coordinator All of the following are steps of Kurt Lewin's three-stage model fo planned change except
Provide encouragement to employees so that they believe that their efforts makes a difference. Ensure that the work environment is conducive to performance. For example, create an environment where effort, not political behaviors, predict performance. Correct Answers Provide employees choice over rewards. All of the following are ways to increase employee empowerment at work except Ensure employees have access to the information needed to make informed decisions about their work and the company strategy. Ensure employees are provided limited authority to make decisions, and train managers to step in if employees make the wrong decisions. Ensure that employees know how to perform their jobs by selecting the right people and providing continuing training and development. Ensure managers are trained to adopt a leadership style that is not controlling, micromanaging, or bossy. Correct Answers Ensure employees are provided authority to make decisions, and train managers to step in if employees make the wrong decisions All of the following can be sources of intentional or unintentional bias in performance reviews except Objective Data Liking Leniency Stereotypes Correct Answers Objective Data
All of the following sets of studies illustrate how important it is to create checks and balances to help individuals resist the tendency to conform or to abuse authority, except The Zimbardo Studies The Asch Studies The Milgram Studies The Marshmallow Test Studies Correct Answers The Marshmallow Test Studies All of the following statements about pay-for-performance systems are true except Lead to higher productivity, profits, and customer service. Tend not to focus employee energy on measurable, goal-directed behaviors but instead focus on less quantifiable behaviors like helping team members or being a good citizen of the company. Might create a risk-adverse environment that diminishes creativity if employees are concerned that such behaviors may negatively effect their compensation. Employees report higher levels of pay satisfaction. Are more effectively than praise or recognition in increasing retention of higher performing employees by creating higher levels of commitment to the company. Correct Answers Tend not to focus employee energy on measurable, goal-directed behaviors but instead focus on less quantifiable behaviors like helping team members or being a good citizen of the company. As group size increases, the risk of social loafing increases.
