Knowledge Check Worksheet - University of Phoenix
LDR/531 Knowledge Checks
Contents
Week 1: Evaluating Self and Others 2
Concept: Big Five Personality Model 2
Concept: Other Personality Traits Relevant to OB 2
Concept: Terminal versus Instrumental Values 3
Concept: Linking an Individual’s Personality and Values to the Workplace 3
Concept: Motivating by Job Design: Job Characteristics Model 4
Concept: Using Rewards to Motivate Employees 4
Concept: Developing Subordinate Skills 5
Week 2: Theories of Leadership 5
Concept: Major Perspectives in Leadership Theory and Research 6
Concept: Level of Conceptualization for Leadership Theories 6
Concept: Other Basis for Comparing Leadership Theories 7
Concept: Comparative Evaluation of Contingency Theories 7
Concept: Other Conceptions of Charisma 7
Concept: Consequences of Charismatic Leadership 8
Concept: Transformational Leadership 8
Week 3: Communication and Group Behavior 9
Concept: Group Properties: Roles, Norms, Status, Size, and Cohesiveness 9
Concept: Group Decision Making 10
Concept: Creating Effective Teams 10
Concept: Interpersonal Communication 11
Concept: Organizational Communication 11
Concept: Barriers to Effective Communication 12
Concept: The Conflict Process 12
Concept: Negotiation 13
Week 4: Motivation and Satisfaction 13
Concept: Attitudes 14
Concept: Job Satisfaction 14
Concept: What Are Emotions and Moods? 15
Concept: OB Applications of Emotions and Moods 15
Concept: Early Theories of Motivation 16
Concept: Contemporary Theories of Motivation 16
Week 5: Opportunities for Strategic Change 17
Concept: Common Organizational Designs 17
Concept: Why Do Structures Differ? 17
Concept: What Do Cultures Do? 18
Concept: Resistance to Change 18
Concept: Approaches to Managing Organizational Change 19
Concept: Creating a Culture for Change 19
Concept: The General Principles of Strategy Evaluation 20
Concept: Generic Strategies 20
Week 6: Leading Organizational Change 21
Concept: Power Tactics 21
Concept: Politics: Power in Action 22
Concept: Causes and Consequences of Political Behavior 22
Concept: Programs of Comprehensive Change 22
Concept: Patterns in Organizational Evolution: Convergence and Upheaval 23
Concept: Managing Incrementally 23
Week 1: Evaluating Self and Others
Read Ch. 5 of Organizational Behavior
Read Ch. 8 of Organizational Behavior
Read Ch. 3 of Leadership in Organizations
Concept: Big Five Personality Model
|Question #1 |
|The _____ is a personality assessment model that taps basic dimensions which encompass most of the significant |
|variation in human personality, namely extraversion, agreeableness, conscientiousness, emotional stability, and |
|openness to experience. |
| |
|a. Myers-Briggs Type Indicator. |
|b. Birkman Method. |
|c. Keirsey Temperament Sorter |
|d. Big Five Model |
| |
|Textbook/edition: Organizational Behavior (15th ed.) |
|Correct Answer Feedback: d |
| |
|Research supports “that five basic dimensions underlie all others and encompass most of the significant variation in |
|human personality” (Robbins & Judge, 2013, p. 136). |
|Reading: |
| |
|Ch. 5 of Organizational Behavior |
|“The Big Five Personality Model” p. 136 |
Concept: Other Personality Traits Relevant to OB
|Question #4 |
|Which of the following refers to bottom-line conclusions individuals have about their capabilities, competence, and |
|worth as a person? |
| |
|a. Core self-evaluation |
|b. Authoritarianism |
|c. Machiavellianism |
|d. Self-monitoring |
| |
|Textbook/edition: Organizational Behavior (15th ed.) |
|Correct Answer Feedback: a |
| |
|People who experience positive core self-evaluations tend to like themselves and feel they are effective and in |
|control of their environment. |
|Reading: |
| |
|Ch. 5 of Organizational Behavior |
|“Core Self-Evaluation” p. 139 |
|“Attitudes and Job Satisfaction” p. 73 |
Concept: Terminal versus Instrumental Values
|Question #7 |
|Which of the following terms describes basic convictions that “a specific mode of conduct or end-state of existence is|
|personally or socially preferable to an opposite mode of conduct”? |
| |
|a. Values |
|b. Attitudes |
|c. Emotions |
|d. Feelings |
| |
|Textbook/edition: Organizational Behavior (15th ed.) |
|Correct Answer Feedback: a |
| |
|Values contain judgment about what is right, wrong, good, desirable, or risky. Values provide a sense of conviction |
|about a code of conduct or an end-state existence. |
|Reading: |
| |
|Ch. 5 of Organizational Behavior |
|“Values” p. 144 |
Concept: Linking an Individual’s Personality and Values to the Workplace
|Details |
|Alex was sent to Beijing to help local managers solve the problem of growing worker dissatisfaction at their |
|manufacturing facility located in the city. As part of his visit, he decided to have a town hall meeting with the |
|workers to understand the problems that they were facing and the reasons for their discontent. The turnout at the |
|meeting was substantial; however, when asked for their opinions and suggestions, the crowd fell silent. As a result, |
|Alex was unable to determine the reason for employee dissatisfaction. Which of the following, if true, best explains |
|this situation? |
| |
|a. A small portion of the workers at the facility belong to the Baby Boomers generation. |
|b. There is an unequal distribution of power in the company. |
|c. The employees are genuinely concerned about improving their lot. |
|d. Alex was sent to Beijing as he was one of the few employees conversant in the local language. |
| |
|Textbook/edition: Organizational Behavior (15th ed.) |
|Correct Answer Feedback: b |
| |
|When employees speak out, and it is not in alignment with company philosophy, it can be seen as insubordination. This |
|occurs in organizations where there is an unequal distribution of power. If the company has demonstrated it is |
|unyielding to employee demands in the past, employees would be reluctant to voice their opinion in this situation. There|
|was no language barrier between Alex and the employees, so that was not an issue, nor was there an issue with baby |
|boomers as there was a small portion of them. |
|Reading: |
| |
|Ch. 5 of Organizational Behavior |
|“International Values” p. 150 |
Concept: Motivating by Job Design: Job Characteristics Model
|Details |
|________ is an extrinsic means of motivation. |
| |
|a. Recognition |
|b. Responsibility |
|c. Flexibility |
|d. Salary |
| |
|Textbook/edition: Organizational Behavior (15th ed.) |
|Correct Answer Feedback: d |
| |
|One of the reasons you go to work is to make money. Therefore, salary, or the pay you receive in exchange for the work |
|you do, is a central means of motivation. It is extrinsic motivation linked to how you perform in the organization. |
|Reading: |
| |
|Ch. 8 of Organizational Behavior |
|“What’s My Job’s Motivating Potential” p. 240 |
Concept: Using Rewards to Motivate Employees
|Details |
|Which of the following is Theory X consistent with? |
| |
|a. The autocratic style of managing people |
|b. The principles of participative management |
|c. The vertical enhancement of jobs to enhance autonomy |
|d. The use of recognition and achievements to motivate employees |
| |
|Textbook/edition: Organizational Behavior (15th ed.) |
|Correct Answer Feedback: a |
| |
|In Theory X, originally introduced by Douglas McGregor, there is a connotation that employees dislike work, try to avoid|
|it, must be threatened with punishment to achieve goals, and generally avoid responsibility and prefer formal direction.|
|Therefore, the best way to manage these types of workers is to be autocratic, direct, and forceful. |
|Reading: |
| |
|Ch. 8 of Organizational Behavior |
|““Linking Employee Involvement Programs and Motivation Theories” p. 252 |
Concept: Developing Subordinate Skills
|Details |
|Supportive leadership is most likely to result in what outcome for subordinates? |
| |
|a. Stronger organizational commitment |
|b. Stronger satisfaction with the leader |
|c. Better coordination among subordinates |
|d. Better performance by subordinates |
| |
|Textbook/edition: Leadership in Organizations (8th ed.) |
|Correct Answer Feedback: a |
| |
|Supportive managers and leaders will boost an employee’s sense of esteem and confidence and produce a desire in the |
|employee to learn and overcome performance issues. This leads to a stronger regard for the leader. |
|Reading: |
| |
|Ch. 3 of Leadership in Organizations |
|“Bolster the person’s self-esteem and confidence” p. 65 |
Week 2: Theories of Leadership
Ch. 1 of Leadership in Organizations
Ch. 7 of Leadership in Organizations
Ch. 12 of Leadership in Organizations
Concept: Major Perspectives in Leadership Theory and Research
|Details |
|Most leadership theories emphasize: |
| |
|a. leader characteristics |
|b. follower characteristics |
|c. both leader and follower characteristics |
|d. characteristics of the leadership situation |
| |
|Textbook/edition: Leadership in Organizations (8th ed.) |
|Correct Answer Feedback: a |
| |
|Leadership theories emphasize characteristics of the leader, the followers, and the situation. Most leadership theories |
|emphasize leader characteristics. |
|Reading: |
| |
|Ch. 1 of Leadership in Organizations |
|“Major Perspectives in Leadership Theory and Research” pp. 10–13, |
|“Major Perspectives in Leadership Theory and Research” p. 11 |
Concept: Level of Conceptualization for Leadership Theories
|Details |
|What level of leadership process is emphasized in most theories of effective leadership? |
| |
|a. Intra-individual |
|b. Dyadic |
|c. Group |
|d. Organizational |
| |
|Textbook/edition: Leadership in Organizations (8th ed.) |
|Correct Answer Feedback: b |
| |
|The primary leadership relationship is between manager and subordinate. The dyadic approach focuses on this |
|relationship. |
|Reading: |
| |
|Ch. 1 of Leadership in Organizations |
|“Level of Conceptualization for Leadership Theories” pp. 14–18, |
|“Dyadic Processes” p. 14 |
Concept: Other Basis for Comparing Leadership Theories
|Details |
|A theory that explains the most effective pattern of leadership behavior in a specified situation is best classified as |
| |
|a. descriptive |
|b. prescriptive |
|c. universal |
|d. contingency |
| |
|Textbook/edition: Leadership in Organizations (8th ed.) |
|Correct Answer Feedback: b |
| |
|Prescriptive leadership theories identify effective behaviors for leaders along with the correct situation for a |
|specific behavior. |
|Reading: |
| |
|Ch. 1 of Leadership in Organizations |
|“Other Bases for Comparing Leadership Theories” pp. 18–19, |
|“Descriptive or Prescriptive Theory” p. 19 |
Concept: Comparative Evaluation of Contingency Theories
|Details |
|A contingency theory that contains mediating variables is |
| |
|a. situational leadership theory |
|b. leadership substitutes theory |
|c. cognitive resource theory |
|d. multiple-linkage model |
|Correct Answer Feedback: a |
| |
|Only a few of the contingency leadership theories have mediating variables that can suggest how leaders should manage |
|their subordinates in changing situations. |
|Reading: |
| |
|Ch. 7 of Leadership in Organizations |
|“Comparative Evaluation of Contingency Theories” pp. 175–176 |
Concept: Other Conceptions of Charisma
|Details |
|Charismatic leaders add followers by |
| |
|a. sharing the decision making |
|b. considering other solutions |
|c. possessing specific expertise |
|d. appealing to emotions and articulating a vision |
|Correct Answer Feedback: d |
| |
|Charismatic leaders appeal to the emotions of potential followers and offer a solution to solve a crisis or overcome |
|obstacles. Potential followers who do not agree with the vision may become enemies. |
|Reading: |
| |
|Ch. 12 of Leadership in Organizations |
|“Other Conceptions of Charisma” pp. 314–317, |
|“Charismatic versus Ideological and Pragmatic Leaders” p. 316 |
Concept: Consequences of Charismatic Leadership
|Details |
|Which of the following is a characteristic of a positive charismatic? |
| |
|a. Dependency on the leader |
|b. Centralized decision making by the leader |
|c. Information is restricted |
|d. Devotion to ideology not personal identification |
|Correct Answer Feedback: d |
| |
|Positive charismatics focus on ideology and not on devotion to their own personal brand. |
|Reading: |
| |
|Ch. 12 of Leadership in Organizations |
|“Consequences of Charismatic Leadership” pp. 317–321, |
|“Positive and Negative Charismatics” p. 317 |
Concept: Transformational Leadership
|Details |
|Effective transformational leaders |
| |
|a. select subordinates who will be loyal and uncritical |
|b. challenge strongly held values of followers to get their attention |
|c. delegate most decisions to individuals or self-managed teams |
|d. use a combination of transformational and transactional behaviors |
|Correct Answer Feedback: d |
| |
|Transformational leaders build trust and loyalty with their followers and motivate them for the good of the team. |
|However, effective transformational leaders also use transactional methods to maximize performance. |
|Reading: |
| |
|Ch. 12 of Leadership in Organizations |
|“Transformational Leadership” pp. 321–324, |
|“Transformational Leadership” p. 321 |
Week 3: Communication and Group Behavior
Ch. 9 of Organizational Behavior
Ch. 10 of Organizational Behavior
Ch. 11 of Organizational Behavior
Ch. 14 of Organizational Behavior
Ch. 10 of Leadership in Organizations
Concept: Group Properties: Roles, Norms, Status, Size, and Cohesiveness
|Details |
|Janice Cooper has recently joined a hospital as a part of the internship program prescribed by the nursing school she |
|attends. Janice, who was inspired to take up this profession by the story of Florence Nightingale, had very strong |
|ideals about how she should behave as a nurse. She felt that as a nurse, she must be gentle, pleasant, and caring at all|
|times so she could serve her patients well, and she often went to great lengths as an intern by putting in extra hours |
|at the hospital and so on. The scenario reflects Janice’s |
| |
|a. role fuzziness |
|b. role ambiguity |
|c. role conflict |
|d. role perception |
| |
|Textbook/edition: Organizational Behavior (15th ed.) |
|Correct Answer Feedback: d |
| |
|An individual’s view of how he or she should act is role perception for individual situations. Janice’s behavior as a |
|nurse is guided by her perception of how she should act in this profession. |
|Reading: |
| |
|“Group Properties: Roles, Norms, Status, Size, Cohesiveness, and Diversity” pp. 277–290 |
|“Role Perception” p. 277 |
Concept: Group Decision Making
|Details |
|Bonnie Patterson has been a manager for seven years at Wayne and Watson, a legal consultancy firm. A good part of her |
|workday involves holding meetings and she likes to do work on a time-bound schedule. For this reason, members of her |
|team receive the agenda at the beginning of the meeting, followed by some time to contemplate over the issue at hand |
|individually. Subsequently, the team members present their ideas one after the other, the group discusses them together,|
|and lastly, a ranking is done to choose the most favored idea. This represents the ________ approach of group decision |
|making. |
| |
|a. interacting |
|b. reference group |
|c. brainstorming |
|d. nominal group |
| |
|Textbook/edition: Organizational Behavior (15th ed.) |
|Correct Answer Feedback: d |
| |
|The nominal group technique restricts discussion or interpersonal communication during the decision-making process, |
|hence the term nominal. Group members are all physically present, as in a traditional committee meeting, but they |
|operate independently. Once a favored idea is reached, the group can move to being more effective. |
|Reading: |
| |
|Ch. 9 of Organizational Behavior |
|“Group Decision-Making Techniques” pp. 295–296, |
|“The Nominal Group Technique” p. 295, |
|“Exhibit 9-7: Evaluating Group Effectiveness” p. 296 |
Concept: Creating Effective Teams
|Details |
|________ teams are defined as groups of employees who perform highly related or interdependent jobs and take on many of |
|the responsibilities of their former supervisors. |
| |
|a. Independent |
|b. Self-managed work |
|c. Cross-functional |
|d. Problem-solving |
| |
|Textbook/edition: Organizational Behavior (15th ed.) |
|Correct Answer Feedback: a |
| |
|Self-managed work teams are groups of employees who perform highly related or interdependent jobs and take on many of |
|the responsibilities of their former supervisors |
|Reading: |
| |
|Ch. 10 of Organizational Behavior |
|“Creating Effective Teams” pp. 312–322, |
|“Self-Managed Work Teams” p. 310 |
Concept: Interpersonal Communication
|Details |
|Synergy Inc. has recently assigned some of its best employees to form a cross-functional team and complete a project |
|from a new client. Many of the employees on this team are apprehensive about the structure and dynamics of how they will|
|function as a group and accomplish this goal. To energize the employees, their immediate manager is holding a meeting |
|with them next week where he will provide them some additional training in strategies and methods that may work well for|
|the team. The manager’s initiative to hold this meeting fulfills the ________ function of communication. |
| |
|a. filtering |
|b. information |
|c. emotional expression |
|d. control |
| |
|Textbook/edition: Organizational Behavior (15th ed.) |
|Correct Answer Feedback: b |
| |
|Communication helps individuals receive the information they need to make effective decisions. |
|Reading: |
| |
|Ch. 11 of Organizational Behavior |
|Functions of Communication” pp. 336–337, |
|“Interpersonal Communication” pp. 340–342 |
Concept: Organizational Communication
|Details |
|Peter is working on a project. He feels that the parameters need to be changed to meet client specifications. First, he |
|must talk to his immediate supervisor, who will then discuss the issue with her department director before any change |
|can be implemented. Peter is most likely to be a part of the ________ type of small-group communication networks. |
| |
|a. star network |
|b. mesh network |
|c. chain network |
|d. all-channel network |
| |
|Textbook/edition: Organizational Behavior (15th ed.) |
|Correct Answer Feedback: c |
| |
|The decision making described in the example follows the formal chain of command; this network approximates the |
|communication channels you might find in a rigid three-level organization. Peter is most likely part of a chain group. |
|Reading: |
| |
|Ch. 11 of Organizational Behavior |
|“Organizational Communication” pp. 342–350, |
|“Formal Small-Group Networks” p. 343 |
Concept: Barriers to Effective Communication
|Details |
|Jordan is a sales officer who has been underperforming over the last three months. At the last monthly operations cycle |
|meeting, he was given a warning. As the time for the next meeting draws close, Jordan fears his boss reprimanding him. |
|Two days before the meeting, Jordan informs his manager that he has confirmed six deals in the last few days, one of |
|which involves multiple orders for their machines. He, however, skips the detail that these are the only six orders he |
|has been able to obtain in the whole month. Which one of the barriers to effective communication is depicted here? |
| |
|a. language |
|b. Information overload |
|c. grapevine |
|d. filtering |
| |
|Textbook/edition: Organizational Behavior (15th ed.) |
|Correct Answer Feedback: d |
| |
|Filtering refers to how a sender purposely manipulates information so the receiver will see it more favorably. |
|Reading: |
| |
|Ch. 11 of Organizational Behavior |
|“Barriers to Effective Communication” pp. 353–356, |
|“Filtering” p. 353 |
Concept: The Conflict Process
|Details |
|The ________ view of conflict focuses on productive resolution of conflicts. |
| |
|a. interactionist |
|b. transactional |
|c. managed |
|d. rational |
| |
|Textbook/edition: Organizational Behavior (15th ed.) |
|Correct Answer Feedback: c |
| |
|The managed conflict perspective does recognize that conflict is probably inevitable in most organizations, and it |
|focuses more on productive conflict resolution. It strives to find constructive methods for resolving conflicts |
|productively so their disruptive influence can be minimized. |
|Reading: |
| |
|Ch. 11 of Organizational Behavior |
|“Organizational Communication” pp. 342–350, |
|“Formal Small-Group Networks” p. 343 |
Concept: Negotiation
|Details |
|A collectivist Chinese manager is most likely to use which of the following techniques for conflict management? |
| |
|a. Direct confrontation |
|b. Authoritative command |
|c. Avoiding |
|d. Pressurizing |
| |
|Textbook/edition: Organizational Behavior (15th ed.) |
|Correct Answer Feedback: c |
| |
|To preserve peaceful relationships, collectivists will avoid direct expression of conflicts, preferring to use more |
|indirect methods for resolving differences of opinion. |
|Reading: |
| |
|Ch. 14 of Organizational Behavior |
|Negotiation” pp. 458–468, |
|“Managing Functional Conflict” pp. 457–458 |
Week 4: Motivation and Satisfaction
Ch. 3 of Organizational Behavior
Ch. 4 of Organizational Behavior
Ch. 7 of Organizational Behavior
Concept: Attitudes
|Details |
|________ refers to evaluative statements or judgments concerning objects, people, or events. |
| |
|a. Behavior |
|b. Appearance |
|c. Demeanor |
|d. Attitude |
| |
|Textbook/edition: Organizational Behavior (15th ed.) |
|Correct Answer Feedback: d |
| |
|Attitudes are positive or negative statements about objects, people, or events. They indicate feelings or values about |
|something. |
|Reading: |
| |
|Ch. 3 of Organizational Behavior |
|“Attitudes and Job Satisfaction” p. 70 |
Concept: Job Satisfaction
|Details |
|Charles, Anna, Elle, and Adam are college friends and work in New York City. Comfortable living in New York occurs at |
|about $40,000 a year. Charles makes $24,000 a year, Anna makes $30,000 a year, Elle makes $50,000 a year, and Adam makes|
|$75,000 a year. Which of the following is most likely to be true with reference to correlation between pay and job |
|satisfaction? |
| |
|a. Charles is more satisfied with his job in comparison with Anna. |
|b. Anna is more satisfied with the job than Adam. |
|c. Charles and Anna have the same levels of job satisfaction in relation to their pay. |
|d. Elle and Adam are most likely to have a similar level of job satisfaction. |
| |
|Textbook/edition: Organizational Behavior (15th ed.) |
|Correct Answer Feedback: d |
| |
|Comfortable living in New York City occurs at about $40,000 per year. According to research, the correlation between pay|
|and job satisfaction disappears once the comfortable living level is achieved. Therefore, Ellie and Adam are likely both|
|satisfied with their jobs equally, since they are above that level. |
|Reading: |
| |
|Ch. 3 of Organizational Behavior |
|“What Causes Job Satisfaction?” p. 81 |
Concept: What Are Emotions and Moods?
|Details |
|________ are caused by a specific event, are very brief, and accompanied by distinct facial expressions. |
| |
|a. Attitudes |
|b. Emotions |
|c. Moods |
|d. Reactions |
| |
|Textbook/edition: Organizational Behavior (15th ed.) |
|Correct Answer Feedback: b |
| |
|Emotions are intense feelings, often detectable from facial expressions and fleeting in nature. They are directed at |
|another person or a situation |
|Reading: |
| |
|Ch. 4 of Organizational Behavior |
|“What Are Emotions and Moods?” pp. 98–99 |
Concept: OB Applications of Emotions and Moods
|Details |
|Which of the following statements is true regarding the effects of moods and emotions on decision making? |
| |
|a. Positive emotions tend to diminish problem-solving skills and analytical skills. |
|b. People with positive emotions are slower at processing information as compared to depressed people |
|c. Depressed people tend to weigh all possible options rather than the most likely ones. |
|d. Moods and emotions have no direct influence on decision making. |
| |
|Textbook/edition: Managing Human Resources |
|Correct Answer Feedback: c |
| |
|OB researchers have found that when individuals are in a good mood, they tend to experience positive emotions and make |
|good decisions more quickly. When they are depressed, they tend to consider all options and therefore make slower |
|decisions (Robbins & Judge, 2013, p. 116). |
|Reading: |
| |
|Ch. 4 of Organizational Behavior |
|“Decision Making” p. 116 |
Concept: Early Theories of Motivation
|Details |
|The church you go to every Sunday is made up of people who have very different lifestyles and are at different stages in|
|their life. Joanna is a 23-year-old, single parent who works for minimum wage and shifts from motel to motel for |
|accommodation. Josephine is a single, 45-year-old woman who earns a decent salary and has few interests and friends |
|outside her office. Jonathan is 60 years old, extremely wealthy, has a loving family, and enjoys his work. You have |
|decided to apply Maslow’s hierarchy of needs to determine what motivates each of these individuals. |
| |
|Which of the following needs would most likely motivate Joanna? |
| |
|a. Physiological |
|b. Safety |
|c. Esteem |
|d. Social |
| |
|Textbook/edition: Organizational Behavior (15th ed.) |
|Correct Answer Feedback: a |
| |
|Before higher level needs can be motivating, basic physiological needs must be met. These include hunger, thirst, |
|shelter, sex, and other bodily functions, which apply to Joanna because she works for minimum wage and has changing |
|motel accommodations |
|Reading: |
| |
|Ch. 7 of Organizational Behavior |
|“Hierarchy of Needs Theory” p. 203 |
Concept: Contemporary Theories of Motivation
|Details |
|Which of the following statements is true regarding goal-setting theory? |
| |
|a. Goal commitment is more likely when individuals have an external locus of control. |
|b. Externally generated feedback is more powerful than self-generated feedback. |
|c. Assigned goals generate greater goal commitment in low rather than high power-distance cultures. |
|d. People do better when they get feedback on how well they are progressing toward their goals. |
| |
|Textbook/edition: Organizational Behavior (15th ed.) |
|Correct Answer Feedback: d |
| |
|According to self-determination theory, people look for autonomy, competence, and positive connections to others. |
|Reading: |
| |
|Ch. 7 of Organizational Behavior |
|“Goal-Setting Theory” p. 213 |
Week 5: Opportunities for Strategic Change
Week 5 Textbook Readings
Ch. 15 of Organizational Behavior
Ch. 16 of Organizational Behavior
Ch. 18 of Organizational Behavior
Ch. 4 of Leadership in Organizations
Ch. 3 of The Strategy Process
Ch. 4 of The Strategy Process
Concept: Common Organizational Designs
|Details |
|Which of the following is least likely to lend to a simple organizational structure? |
| |
|a. Centralized authority |
|b. Little departmentalization |
|c. Wide span of control |
|d. Formalized rules and regulations |
| |
|Textbook/edition: Organizational Behavior (15th ed). |
|Correct Answer Feedback: d |
| |
|Simple structures are not elaborate and usually have two or three vertical levels, a body of employees, and one person |
|making all the decisions. |
|Reading: |
| |
|Ch. 15 of Organizational Behavior |
|“Common Organizational Designs” pp. 486–490, |
|“The Simple Structure” p. 486 |
Concept: Why Do Structures Differ?
|Details |
|Which of the following factors is least likely to have an impact on organizational structure? |
| |
|a. size |
|b. strategy |
|c. location. |
|d. technology |
| |
|Textbook/edition: Organizational Behavior (15th ed). |
|Correct Answer Feedback: d |
| |
|A company using a passive nondiscrimination posture makes no attempt to recruit actively among prospective minority |
|applicants. Passive nondiscrimination does not meet EEOC requirements. |
|Reading: |
| |
|Ch. 15 of Organizational Behavior |
|“Why Do Structures Differ?” pp. 496–500 |
Concept: What Do Cultures Do?
|Details |
|Which of the following statements is true regarding the functions of culture in an organization? |
| |
|a. It hinders the generation of commitment to something larger than individual self-interest among employees. |
|b. It conveys a sense of identity for organization members. |
|c. It reduces the stability of the organizational system. |
|d. It does not affect employees’ attitudes and behavior. |
| |
|Textbook/edition: Organizational Behavior (15th ed.) |
|Correct Answer Feedback: b |
| |
|An organization’s culture defines the organizational norms. It directs how the organization’s members think, act, and |
|feel. In turn, this unity in thought and action infuses a sense of identity within the organization’s members. |
|Reading: |
| |
|Ch. 16 of Organizational Behavior |
|“What Do Cultures Do?” pp. 516–519, |
|“Culture’s Functions” p. 516 |
Concept: Resistance to Change
|Details |
|________ are persons who act as catalysts and assume the responsibility for managing refinement activities. |
| |
|a. Whistle-blowers |
|b. Free riders |
|c. Change agents |
|d. Movers and shakers |
| |
|Textbook/edition: Organizational Behavior (15th ed.) |
|Correct Answer Feedback: c |
| |
|Change agents are those individuals, management or otherwise, who serve as the initiators and motivators of |
|organizational change. |
|Reading: |
| |
|Ch. 18 of Organizational Behavior |
|“Resistance to Change” pp. 580–584, |
|“Planned Change” p. 580 |
Concept: Approaches to Managing Organizational Change
|Details |
|Which of the following is the first step in Kotter’s eight-step plan for implementing change? |
| |
|a. Create a new vision to direct the change and strategies for achieving the vision. |
|b. Establish a sense of urgency by creating a compelling reason for why change is needed. |
|c. Plan for, create, and reward short-term “wins” that move the organization toward the new vision. |
|d. Form a coalition with enough power to lead change. |
| |
|Textbook/edition: Organizational Behavior (15th ed.) |
|Correct Answer Feedback: a |
| |
|Establishing a sense of urgency by creating a compelling reason for why change is needed is the first step in Kotter’s |
|eight-step plan for implementing change. |
|Reading: |
| |
|Ch. 7 of Managing Human Resources |
|“Screening and Selection Methods: Employment Application Forms” p. 241–242 |
Concept: Creating a Culture for Change
|Details |
|Which of the following statements is true regarding innovation? |
| |
|a. Organic structures negatively influence innovation. |
|b. Interunit communication is low in innovative organizations |
|c. Innovative organizations reward both successes and failures. |
|d. Innovation is nurtured when there is an abundance of resources. |
| |
|Textbook/edition: Organizational Behavior (15th ed). |
|Correct Answer Feedback: c |
| |
|Innovative organizations recognize value both in successes and in mistakes. |
|Reading: |
| |
|Ch. 18 of Organizational Behavior |
|“Creating a Culture for Change” pp. 591–595, |
|“Stimulating a Culture of Innovation” p. 591-593 |
Concept: The General Principles of Strategy Evaluation
|Details |
|Which of the following is least likely to realize a competitive advantage for an organization? |
| |
|a. Superior resources |
|b. Superior skills |
|c. Superior strategy |
|d. Superior position |
| |
|Textbook/edition: Managing Human Resources |
|Correct Answer Feedback: c |
| |
|Competitive advantages are those inherent qualities or processes that set the organization apart from its competitors. |
|Strategy, while desirable, is how the organization uses those qualities to its advantage. |
|Reading: |
| |
|Ch. 3 of The Strategy Process |
|“The General Principles of Strategy Evaluation” pp. 81–86, |
|“Advantage” p. 83 |
Concept: Generic Strategies
|Details |
|Strategy of differentiation consists of which of the following? |
| |
|a. Cost leadership, differentiation, cost focus |
|b. Price, support, design |
|c. Sourcing strategies, processing strategies, delivering strategies |
|d. Upstream business strategy, midstream business strategy, downstream business strategy |
| |
|Textbook/edition: Organizational Behavior (15th ed) |
|Correct Answer Feedback: b |
| |
|The different types of differentiation strategies include quality, design, support, image, and price. |
|Reading: |
| |
|Ch. 4 of The Strategy Process |
|“Generic Strategies” pp. 115–127, |
|“Strategies of Differentiation” p. 120 |
Week 6: Leading Organizational Change
Week 6 Textbook Readings
Ch. 13 of Organizational Behavior:
Ch. 6 of The Strategy Process:
Concept: Power Tactics
|Question #1 |
|With downward influence, power tactics preferred by U.S. managers include: |
| |
|a. personal appeals |
|b. influence |
|c. coalitions |
|d. inspirational appeals |
|Correct Answer Feedback: d |
| |
|Inspirational appeals have limited success in upward and lateral influence directions. |
|Readings: |
|Ch. 13 of Organizational Behavior |
|“Power Tactics” pp. 418–420, |
|“Exhibit 13-1: Preferred Power Tactics by Influence Direction” p. 419 |
Concept: Politics: Power in Action
|Question #4 |
|Political behavior in the workplace: |
| |
|a. works only in a lateral influence direction |
|b. attempts to influence decision making |
|c. works only in an upward or lateral influence direction |
|d. is unlikely in a well-run organization |
|Correct Answer Feedback: b |
| |
|For those who choose to participate, political behavior in the workplace attempts to influence factors in decision |
|making in all influence directions. |
|Reading: |
| |
|Ch. 13 of Organizational Behavior |
|“Politics: Power in Action ” pp. 424–426, |
|“Definition of Organizational Politics” p. 424 |
Concept: Causes and Consequences of Political Behavior
|Question #7 |
|A person likely to participate in political behavior |
|a. is insensitive to social cues |
|b. is a social nonconformist |
|c. believes he or she has little influence |
|d. has a desire for power |
|Correct Answer Feedback: d |
| |
|Confident people who believe they can control the situation are typically oriented to political behavior. |
|Reading: |
| |
|Ch. 13 of Organizational Behavior |
|“Causes and Consequences of Political Behavior” pp. 426–434, |
|“Individual Factors” p. 427 |
Concept: Programs of Comprehensive Change
|Question #7 |
|Organizational change relies on a balance of change and: |
|a. strategy |
|b. vision |
|c. planning |
|d. continuity |
| |
|Textbook/edition: The Strategy Process (4th ed.) |
|Correct Answer Feedback: d |
| |
|Successful revision is a product of change and continuity to incorporate the new vision with select current assets and |
|practices to be retained. |
|Reading: |
| |
|Ch. 6 of The Strategy Process |
|“Programs of Comprehensive Change” pp. 171–176, |
|“Programs of Comprehensive Change” p. 171 |
Concept: Patterns in Organizational Evolution: Convergence and Upheaval
|Question #7 |
|Periods of convergence are those in which an organization |
|a. must downsize to conserve resources |
|b. employs new strategies to advance the organization |
|c. seeks to improve its situation with relatively minor changes |
|d. is in turmoil |
|Correct Answer Feedback: c |
| |
|Convergent periods are those when a successful organization refines its application of resources with small steps. |
|Reading: |
| |
|Ch. 6 of The Strategy Process |
|“Patterns in Organizational Evolution: Convergence and Upheaval” pp. 177–181, |
|“Building On Strength: Periods of Convergence” pp. 177–178 |
Concept: Managing Incrementally
|Question #7 |
|The validity of a strategy for organizational change lies in its |
|a. clarity of vision |
|b. adaptability |
|c. simplicity |
|d. speed of implementation |
|Correct Answer Feedback: b |
| |
|The implementation of a strategy can meet resistance and unforeseen requirements. The strategy must be adaptable to use |
|the organization’s resources effectively and efficiently. |
|Reading: |
| |
|Ch. 6 of The Strategy Process |
|“Managing Incrementally” pp. 186–188, |
|“Not A Linear Process” p. 188 |
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