True/False
Indicate whether the
statement is true or false.
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1.
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Personality is a combination of all the emotional traits that define an
individual.
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2.
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Locus of control is a trait that lies on a continuum between authoritarian and
participative.
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3.
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Entrepreneurs are risk takers.
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4.
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Perception includes organizing environmental information.
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5.
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Attitudes are based on feelings.
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6.
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Aerobic exercise is generally considered the most beneficial type of exercise to
improve health while releasing stress.
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7.
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According to Ghiselli, the need for occupational achievement is the most
important trait for effective leadership.
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8.
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A leader’s ethical behavior is strongly based on personal values.
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9.
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The Leadership Grid® identifies the ideal leadership style as
incorporating a high concern for both production and people.
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10.
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Transformational leadership is a leadership style that brings about continuous
learning, innovation, and change.
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11.
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The Situational Leadership® model is used to select one of four
leadership styles that match the employees’ maturity level in a given situation.
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12.
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The final step in the customer complaint-handling model is to agree on a
solution.
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13.
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Organizational communication flows formally in vertical and horizontal
directions and informally through the grapevine.
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14.
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Information is unorganized facts and figures, whereas data are information
converted into a form that helps people do their jobs.
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15.
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The World Wide Web (WWW) is a global collection of computer networks linked
together to exchange data and information.
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16.
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The first step in the communication process is the sender encodes the message
and selects the transmission channel.
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17.
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The most accurate indicator of understanding is paraphrasing.
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18.
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The three parts of the message-receiving process are (1) listening, (2)
interpreting, and (3) understanding.
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19.
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You cannot observe motives, but you can observe behavior and infer the
motive.
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20.
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Three dependent factors determine the level of performance attained: ability,
motivation, and resources.
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21.
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The acquired needs theory proposes that employees are motivated by their needs
for achievement, power, and affiliation.
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22.
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The three process motivation theories are equity theory, hierarchy of needs
theory, and expectancy theory.
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23.
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The expectancy theory proposes that employees are motivated when their perceived
inputs equal outputs.
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24.
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Valence refers to the value a person places on the outcome or reward.
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25.
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A team has a small number of members with shared leadership who perform
interdependent jobs with both individual and group accountability, evaluation, and rewards.
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26.
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Group types are formal or informal, functional or cross-functional, and command
or task.
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27.
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An advantage of global virtual teams is that work done in different time zones
can be sequenced so that teams are productive over more than one work period.
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28.
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The three primary group roles are group task roles, group maintenance roles, and
gatekeeping roles.
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29.
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The difference between rules and norms is that norms are formally established by
management or by the group itself, whereas rules are not developed by management or explicitly agreed
to by a group; they develop as members interact.
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30.
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The three parts of meetings are identify objectives, cover agenda items, and
summarize and review assignments.
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Multiple Choice
Identify the
choice that best completes the statement or answers the question.
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31.
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Perception is the process of:
a. | selecting, organizing, and interpreting environmental
information. | b. | determining the reasons for behavior. | c. | screening information in favor of the desired
outcome. | d. | generalizing the behavior of a group to one
individual. |
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32.
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__________ is a bias that refers to people’s tendency to screen
information in favor of the desired outcome.
a. | Selectivity | b. | Frame of reference | c. | Stereotyping | d. | Expectation |
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33.
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__________ is a bias that reflects the process of making generalizations about
the behavior of a group and then applying the generalities to one individual.
a. | Selectivity | b. | Frame of reference | c. | Stereotyping | d. | Expectation |
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34.
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The theory that managers’ attitudes toward and expectations and treatment
of employees largely determine their performance is known as:
a. | organizational behavior. | b. | citizenship behavior. | c. | a BCF
statement. | d. | the Pygmalion effect. |
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35.
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__________ power is derived from followers, based on an individual’s
behavior.
a. | Position | b. | Personal | c. | Organizational | d. | Earned |
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36.
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The creation of obligations and the development of alliances that are used to
accomplish objectives is known as:
a. | politics. | b. | reciprocity. | c. | networking. | d. | coalition
building. |
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37.
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Which of the following statements about management and leadership is
true?
a. | Leadership is broader in scope than management. | b. | Leading is one of
the four management functions. | c. | All managers are leaders. | d. | All leaders are
managers. |
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38.
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__________ theorists attempt to determine distinctive styles used by effective
leaders.
a. | Behavioral leadership | b. | Leadership trait | c. | Situational
leadership | d. | Contingency leadership |
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39.
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__________ is a leadership style based on establishing and maintaining a strong
organizational culture.
a. | Transformational | b. | Transactional | c. | Symbolic | d. | Servant |
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40.
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Which of the following best represents a situation in which a task-oriented
leadership style should be used?
a. | a leader with strong power has good relations with a repetitive task
worker | b. | a leader with weak power has good relations with a nonrepetitive task
worker | c. | a leader with strong power has poor relations with a repetitive task
worker | d. | a leader with strong power has poor relations with a nonrepetitive task
worker |
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41.
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Before selecting one of the seven leadership styles on the leadership continuum,
the leader must consider which of the following variables?
a. | the situation | b. | the leader’s preferred
style | c. | the subordinates’ preferred style for the leader | d. | all of
these |
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42.
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If employee maturity is high, the leader should use a __________ style.
a. | Telling | b. | Selling | c. | Participating | d. | Delegating |
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43.
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A subordinate providing a periodic report to the boss exemplifies __________
communication.
a. | upward vertical | b. | downward vertical | c. | horizontal | d. | grapevine |
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44.
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Peers discussing an assigned project exemplifies __________
communication.
a. | upward vertical | b. | downward vertical | c. | horizontal | d. | grapevine |
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45.
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__________ is the receiver’s process of translating a message into a
meaningful form.
a. | Translation | b. | Empathy | c. | Decoding | d. | Encoding |
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46.
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The major __________ of __________ communication is that there is no record of
communication.
a. | advantage; oral | b. | disadvantage; oral | c. | advantage;
written | d. | disadvantage; written |
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47.
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Body language includes:
a. | gestures. | b. | posture. | c. | vocal
quality. | d. | all of these |
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48.
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Which of the following is NOT a guideline when seeking feedback on
messages?
a. | Be open to feedback. | b. | Ask questions. | c. | Be aware of
nonverbal communication. | d. | Mimic. |
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49.
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All of the following are levels of needs in the hierarchy of needs theory
EXCEPT:
a. | physiological. | b. | safety. | c. | social. | d. | psychological. |
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50.
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The process motivation theories are alike in that all focus on:
a. | understanding how employees choose behaviors to fulfill their
needs. | b. | identifying and understanding employees’ needs. | c. | reinforcement of
positive behaviors. | d. | giving praise to
employees. |
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51.
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__________ theory proposes that employees are motivated when their perceived
inputs equal outputs.
a. | Equity | b. | Reinforcement | c. | Expectancy | d. | Goal-setting |
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52.
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The expectancy theory is based on which of the following assumptions?
a. | People generally have the same needs, desires, and goals. | b. | Behavior is the
individual’s decision. | c. | People make behavior decisions based on their
attitudes and beliefs. | d. | The expectancy theory is based on all of these
assumptions. |
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53.
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With a __________ schedule of reinforcement, each and every desired behavior is
reinforced.
a. | continuous | b. | intermittent | c. | ratio | d. | interval |
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54.
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The major difference between the Japanese and U.S. approach to motivating
employees is:
a. | U.S. managers use pay to motivate, whereas Japanese managers use job
security. | b. | U.S. managers value individual accomplishment, whereas Japanese managers value group
accomplishment. | c. | U.S. managers focus on production, whereas Japanese managers focus on
quality. | d. | U.S. managers focus on punishment, whereas Japanese managers focus on positive
reinforcement. |
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55.
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Which of the following characteristics describe teams?
a. | one clear leader making decisions | b. | members are rewarded for both individual and
group performance | c. | leader evaluates individual members’
performance | d. | individual members do one independent part of a process and pass it on to the next
person to do the next part |
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56.
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__________ groups consist of employees selected to work on a specific
objective.
a. | Task | b. | Command | c. | Functional | d. | Cross-functional |
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57.
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Which of the following statements regarding group size is NOT true?
a. | There is no consensus on the ideal size for groups. | b. | A group that is too
small limits creativity. | c. | Larger groups tend to inhibit equal
participation. | d. | The smaller the size, the more formal or autocratic the leadership needs to be to
provide direction. |
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58.
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Groups commonly enforce norms through __________.
a. | sabotage | b. | ridicule | c. | ostracization | d. | all of these |
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59.
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__________ is the acceptance and satisfaction members receive from their group
status.
a. | Status congruence | b. | Status fulfillment | c. | Group
fulfillment | d. | Group cohesiveness |
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60.
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The primary difference between group managers and team leaders is that team
leaders empower members to take responsibility for performing the management functions, whereas group
managers:
a. | focus on developing group structure and process. | b. | take responsibility
for performing the four functions of management. | c. | also empower group members but to a lesser
degree. | d. | do none of these |
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