EXAM #4

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Rose State College *

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345

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Management

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Apr 3, 2024

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Uploaded by MasterStarlingPerson1092

EXAM #4 1. Which leadership model emphasizes how leaders go about making decisions? 2. What are the 5 main traditional approaches to leadership? 3. If a leader has the right to tell people what to do, what kind of power does he have? 4. A supervisor telling an employee to wear safety glasses is an example of which type of power? 5. The skill of possessing a vision is an attribute of what type of power? 6. The focus of behavioral leadership is on how leaders ______. 7. The absence of managerial decision making is known as ______ leadership. 8. The leadership model that emphasizes how leaders go about making decisions is called the Vroom model. T/F? 9. Path-goal theory asserts that a leader's effectiveness depends on personal style and the degree to which the situation gives the leader power, control, and influence over the situation. T/F? 10. Leadership motivation is a combination of extraversion and ______. 11. Leader-member relations, task structure, and position power are favorable according to who? 12. Courage is a very important trait for leaders to have. T/F?? 13. When a situation is unfavorable for leading, how does this impact the manager's job? 14. Extraversion is consistently related to ______.

15. Which model of leadership asserts that a leader's effectiveness depends on personal style and the degree to which the situation gives the leader power, control, and influence over the situation? 16. What are 3 needs that managers in the United States care most strongly about? 17. Which of the following is NOT one of the needs McClelland said motivates people? 18. When workers can see that they have completed a whole, identifiable piece of work, they feel empowered because they are experiencing ______. 19. The job dimension that involves independence and discretion in making decisions is called ______. 20. In which theory do managers set goals for employees? 21. Managers in Japan and Greece tend to be motivated most by ______ needs. 22. Which kind of performance goal can be dysfunctional and create competition among team members? 23. ______ involves eliminating or removing undesirable consequences when people perform organizationally functional behaviors. 24. Power, affiliation, and achievement are 3 things identified by McClelland that are critical in motivating people. T/F? 25. The job dimension that involves completion of a whole, identifiable piece of work is called ______. 26. Independence and discretion in making decisions at work is called valence. T/F? 27. Goals should be which of the following? 28. According to Maslow's hierarchy of needs, the most basic need that people strive to satisfy is ______.

29. When Jose failed to meet his quarterly sales goal, Marie verbally reprimanded him. This consequence is an example of ____? 30. According to _____, needs can be organized in a hierarchy, and people satisfy their needs in order from the bottom to the top of that hierarchy. 31. The purpose of a parallel team is to do which of the following? 32. A self-designing team takes the responsibilities of which type of team one step further? 33. One of the ways to build cohesive teams is to ______. 34. The key element of effective teamwork is commitment to ______. 35. When people not directly in the chain of command evaluate the methods and performance of other teams, they have an _____ relationship with those teams. 36. The primary role of a management team is to ______. 37. Transnational teams are work teams composed of what kind of members? 38. The team effectiveness criteria that refers to the meeting or exceeding of the standards of quantity and quality is the ______. 39. Projects requiring diverse skill and knowledge sets should have a(n) ______ team. 40. Which kind of relationship develops when people not directly in the chain of command evaluate the methods and performance of other teams? 41. A third party who intervenes to help resolve conflict between other people is called a ______. 42. Competition positively affects the workplace. T/F? 43. Teams are more likely to resolve conflict through collaboration when they invoke ______ goals, which are higher-level organizational goals toward which everyone should be striving.

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44. Avoidance and Compromise are positive contributors to performance. T/F? 45. Project and development teams work on which type of project? 46. When communicating a message, it helps to ______. 47. Why did the huge consulting firm Accenture need to create Accenture People? 48. E-mail has become a(n) _______ instrument of workplace communication. 49. Managers who make an effort to familiarize themselves with their employees create ______. 50. The transmission of information and meaning from one party to another through the use of shared symbols is called ______. 51. What occurs when receivers respond to senders? 52. Valuable downward communications take place when managers ______. 53. With language, ______ helps to alleviate misunderstandings when people from different functional areas or disciplines communicate. 54. Research indicates that facial expression and tone of voice account for 90% of communication between two people. T/F? 55. Which of the following statements about being a complete communicator is true? 56. The biggest hurdle to effectively avoiding information overload is ______. 57. All of the following are considered communication pitfalls that may result when the sender's intended message does not get across to the receiver EXCEPT ______. 58. Which of the following statements about the importance of reading ability in organizations is INCORRECT? 59. ______ occurs when managers and employees are hit with too much material to process.

60. When managers engage in a dialogue with employees with the intended goal of helping them be more effective and achieve their full potential, they are engaging in the ______ process.

ANSWER SHEET: 1. Vroom 2. Autocratic, democratic, laissez-faire, charismatic and bureaucratic. 3. Legitimate 4. Legitimate 5. Transformational 6. Behave 7. Laissez-faire 8. True 9. False 10. High need for power 11. Fiedler 12. True 13. It becomes difficult to maintain situational control. 14. Leadership effectiveness 15. Fiedler's contingency model 16. Self-actualization, Esteem, Achievement 17. Affection 18. Task identity 19. Autonomy 20. Goal-setting

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21. Security 22. Individual 23. Negative Reinforcement 24. True 25. Task identity 26. False 27. Challenging and attainable 28. Physiological 29. Punishment 30. Maslow 31. Recommend solutions to specific problems 32. Autonomous 33. Publicize the team's success 34. A common purpose 35. Audit 36. Coordinate and provide direction to subunits 37. Multinational 38. Team's productive output 39. Heterogenous 40. Audit 41. Mediator 42. True 43. Superordinate

44. False 45. Long-term 46. Anticipate how your message might be misinterpreted 47. Because many of their employees worked at widely dispersed client workplaces 48. Fundamental 49. Trust 50. Communication 51. Two-way communication 52. Give performance feedback to their direct reports 53. Simplicity 54. True 55. Complete communicators must be effective senders as well as receivers. 56. Separating important messages from common messages 57. Clarifying and paraphrasing help to ensure a clear message 58. The spoken word is more important in organizations, so reading is less emphasized. 59. Information overload 60. Coaching

EXAM #4

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