BCN1 review

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  1. According to the Myers-Briggs type Indicator, people who are classified as _____ are conceptualizers.
  2. In the book Profiles of Genius, thirteen key executives were interviewed and tested and all were found to be _____ types. This result is particularly interesting because this type represents only about five percent of the population.
    intuitive thinking
  3. Which dimension of the Big Five model refers to an individual's propensity to defer to others?
  4. Individuals with a(n) _____ believe that what happens to them is due to luck or chance.
    external locus of control
  5. Individuals who are high in the _____ dimension of personality manipulate more, win more, are persuaded less, and persuade others more.
  6. According to Rokeach, _____ values refer to desirable end-states of existence.
  7. The most recent entrants to the workforce are _____.
  8. Which of the following is NOT one of Hofstede's five dimensions of national culture?
    language proficiency

    • five dimensions:
    • extraversion
    • agreeablness
    • conscientiousness
    • emotional stability 
    • openness to experience
  9. _____ is the degree to which people in a country prefer structured over unstructured situations.
    Uncertainty avoidance
  10. John Holland argues that job satisfaction is highest and turnover lowest where _____.
    personality and occupation are in agreement
  11. If personality characteristics were completely dictated by heredity, they would be fixed at birth and no amount of experience could alter them.
  12. A substantial body of research supports the MBTI as a valid measure of personality.
  13. Extroverts tend to be reserved, timid, and quiet.
  14. One concern with self-report surveys is that the individual might lie or practice impression management.
  15. Individuals with an internal locus of control believe that they are masters of their own fate.
  16. Terminal values are preferable modes of behavior, or means of achieving one's instrumental values.
  17. The lives of Xers have been shaped by globalization, MTV, AIDS, and computers.
  18. The loyalty of Boomers is to their careers.
  19. Organizations in a society low in uncertainty avoidance are likely to have more formal rules.
  20. the process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.
  21. Which one of the following is NOT a factor that influences perception?

    "These factors can reside in the perceiver; in the object, or target, being perceived; or in the context of the situation in which the perception is made"
  22. Because it is impossible for us to assimilate everything we see, we engage in _____.
    selective perception
  23. The internment of Japanese-Americans during World War II is an example of _____.
  24. Which is NOT one of the steps in the rational decision making model?
    selecting a decision that satisfies

    • rational decision making model:
    • 1. define the problem
    • 2. identify the decision criteria
    • 3.allocate weights to the criteria
    • 4.develop alternatives
    • 5. evaluate alternitives
    • 6.selct best alternative
  25. Decision makers operate within the confines of _____ i.e., they construct simplified models that extract the essential features from problems without capturing all their complexity.
    bonded rationality
  26. _____ is an increased commitment to a previous decision in spite of negative information.
    Escalation of commitment
  27. In spite of the fact that short-term stock price changes are essentially random, a large proportion of investors believe that they can predict the direction that prices will move. This is an example of _____.
    randomness error
  28. Which of the following is NOT an organizational constraint on decision-making?
  29. Decisions made so as to provide the greatest good for the greatest number are based on _____.
  30. The reality of a situation is what is behaviorally important.
  31. Expectations can distort your perceptions in that you will see what you expect to see.
  32. The bounded rationality model assumes that the decision maker will simplify the problem.
  33. Rationality in decision-making is highly valued across cultures.
  34. Which of the following is NOT a key element in motivation?
  35. _____ is the drive to become what one is capable of becoming in Maslow's hierarchy of needs.
    self -actualization
  36. Which of the following were considered higher-order needs by Maslow?
    social, esteem, and self-actualization needs
  37. A Theory X manager would assume employees would _____.
    need to be controlled
  38. Two-factor theory suggests that extrinsic factors such as _____ cause dissatisfaction.
    working conditions
  39. Individuals with a high need to achieve prefer all of the following EXCEPT _____.
    high degree of risk
  40. According to the goal-setting theory of motivation, goals should be _____.
    difficult but attainable
  41. Manager's can increase an employee's _____ through enactive mastery, vicarious modeling, verbal persuasion, and arousal.
  42. _____ exists when an individual perceives that the ratio of their inputs to outcomes is dissimilar to the ration of relevant others.equity ten
    equity tension
  43. The degree to which organizational rewards satisfy an individual's personal goals or needs and the attractiveness of those potential rewards for the individual is the ____ relationship.
    Rewards-personal goals
  44. Motivation is a personality trait.
  45. According to Maslow, a need that is essentially satisfied no longer motivates.
  46. Theory X assumptions hold a basically negative view of human beings.
  47. According to Herzberg, the opposite of "satisfaction" is "dissatisfaction".
  48. Hygiene factors usually lead to job satisfaction when present in a job.
  49. The achievement need can be stimulated through training.
  50. According to goal-setting theory, a generalized goal will produce a higher level of output than a specific goal.
  51. Underpayment and overpayment, according to equity theory, tend to produce similar reactions to correct the inequities.
  52. Organizational justice is an overall perception of what is fair in the workplace.
  53. In expectancy theory, the strength of a person's motivation to perform depends in part on how strongly he believes he can achieve what he attempts.
  54. ____ groups are defined by the organization's structure.
  55. The _____ stage in group development which is characterized by uncertainty.
  56. The _____ model is effective at describing decision-making within temporary groups, particularly those with deadlines.
  57. _____ refers to the attitudes and behaviors that are consistent with a role.
    role identity
  58. _____ describe how others believe you should act in a given situation.
    role expectations
  59. Which is NOT a common class of norms appearing in most work groups?
  60. What is the relationship between size and group performance?
    Increases in group size are inversely related to individual performance.
  61. Which of the following is a strategy to increase group cohesiveness?
    Encourage agreement with group goals.
  62. Which is NOT a weakness of group decision-making?
    Groups offer increased diversity of views.
  63. Which of the following best describes brainstorming?
    A process for generating ideas.
  64. While command groups are determined by the organization chart, task, interest, and friendship groups develop because of the necessity to satisfy one's social needs.
  65. The stages of group development must occur sequentially and will never occur simultaneously.
  66. The punctuated-equilibrium model characterizes groups as exhibiting long periods of inertia interspersed with brief revolutionary changes triggered primarily by their members' awareness of time and deadlines.
  67. Conflict must be _____ by the parties to it.ercie
  68. The traditional view of conflict argues that conflict _____.
    indicates a malfunctioning within the group
  69. The _____ view of conflict argues that some conflict is absolutely necessary for a group to perform effectively.
  70. _______ conflicts are almost always dysfunctional.
  71. During the _____ stage of the conflict process, conditions are present that create opportunities for conflict to arise.
    potential opposition or incompatibility
  72. Assertiveness is _____.
    the degree to which one party attempts to satisfy his/her own concerns
  73. Labor-management negotiations over wages exemplifies _____ bargaining.
  74. _____ bargaining builds long-term relationships and facilitates working together in the future.
  75. During which phase of the negotiation process do the parties exchange their initial proposals or demands?
    Definition of ground rules
  76. Which of the following is correct about cultural differences in negotiation?
    The Chinese draw out negotiations.
  77. Conflict covers the full range from overt and violent acts to subtle forms of disagreement.
  78. The interactionist view proposes that all conflicts are good.
  79. For process conflict to be productive, it must be kept low.
  80. Too much information can lay the foundation for conflict.
  81. In terms of assertiveness and cooperativeness, the conflict-handling intention that is the opposite of competing is avoiding.
  82. If you place your opponent's interest above your own, you are engaging in collaborating.
  83. Hewlett-Packard rewards dissenters - those who stay with ideas they believe in even when those ideas are rejected by management.
  84. In terms of intra-organizational behavior, integrative bargaining is preferable to distributive bargaining.
  85. Your BATNA determines the lowest value acceptable to you for a negotiated agreement.
  86. The cultural background of negotiators has no significant effect on negotiations.
  87. Which of the following skills is required for an effective team?
    problem-solving skills
    Technical expertise
    Interpersonal skills
    All of the above
    all of the above
  88. Which of the following does NOT explain the current popularity of teams?
    Teams outperform individuals in all situations.
  89. _____ is an attribute of work teams which results in a level of performance that is greater than the sum of the individual inputs.
  90. _____ teams go farther than problem-solving teams in getting employees involved in work-related decisions and processes.
    self managed
  91. Which is NOT one of the three primary factors that differentiate virtual teams from face-to-face teams?
    The absence of nonverbal and paraverbal cues
    Limited social contact
    Increased social rappor
    tThe ability to overcome time and space constraint
    increased social report
  92. Companies like Hewlett-Packard, Boeing, Ford, and GE have been heavy users of _____ teams.
  93. Which of the following statements is true concerning the climate of trust?
    Interpersonal trust among team members reduces the need to monitor each others behavior.
  94. Teams are most effective when staffed with people who are _____.
  95. _____ considers the age, sex, race, educational level, and length of service of team members.
    group demographics
  96. _____ illustrates a process loss as a result of using teams.
    social loafing
  97. Teams are an effective means for management to democratize their organizations.
  98. A work group generates positive synergy while a work team does not.
  99. Quality circles are an application of problem-solving teams.
  100. As a result of self-managed teams, supervisory positions may be eliminated.
  101. Teamwork takes more time and often more resources than individual work.
  102. To perform effectively, a team requires three different types of skills: technical, conceptual, and cognitive skills.
  103. High-ability teams consistently outperform low-ability teams.
  104. Diversity typically provides fresh perspectives on issues but makes it more difficult to unify the team and reach agreements.
  105. The most effective teams are large, with ten or more members.
  106. When implementing teams, reward systems should eliminate individual incentives and focus compensation on team performance.
  107. Which of the following is NOT a characteristic of organizational culture?
    Attention to detail
    Team orientation
  108. A strong culture builds all of the following EXCEPT ____.
    • cohesiveness
    • loyalty
    • quality
    • organizational
    • commitment
  109. All of the following serve to sustain a culture EXCEPT _____.
    top management
  110. A strong culture builds all of the following EXCEPT ____.
  111. Culture is most likely to be a liability when _____.
    the environment is dynamic
  112. _____ is the process that adapts employees to the organization's culture.
  113. Which of the following is NOT a way that culture is created?
    Founders poll early employees to determine the appropriate cultural values.
  114. Which of the following is NOT a common form by which culture is transmitted to employees?
  115. Which of the following is NOT a variable evident in customer-responsive cultures?
    Employees are outgoing and friendly.
    There is a high level of formalization.
    Employees have good listening skills.
    Employees exhibit organizational citizenship behavior.
    There is a high level of formalization.
  116. Which of the following is NOT a characteristic of a spiritual organization?
    Focus on individual development
    Employee empowerment
    Censorship of employee expression
    Trust and openness
    Censorship of employee expression
  117. Institutionalization is the process through which _____.
    an organization takes on a life of its own
  118. When an organization has become institutionalized, its original goals become viewed as the prime directive.
  119. The degree to which management decisions take into consideration the effect of outcomes on people within the organization is termed outcome orientation.
  120. Strong cultures are made up of values that are intensely held and widely shared.
  121. Consistency of behavior is an asset to an organization when it faces a dynamic environment.
  122. The founders of an organization generally have little impact on the organization's culture since they are so far removed from the employees.
  123. Three forces play a particularly important part in sustaining culture: selection practices, promotion policies, and socialization methods.
  124. Language can serve to unite members of a given culture as new employees learn the acronyms and jargon specific to the organization.
  125. A strong organizational culture will exert more influence on employees then a weak one.
  126. In almost every organization that has successfully created and maintained a strong customer-responsive culture, its CEO has played a major role in championing the message.
  127. Workplace spirituality involves opportunities for organized religious practices within the context of the workplace.
  128. Which of the following statements is TRUE?
    All leaders are managers
    .All managers are not leaders.
    The formal rights associated with management provide assurance that managers can lead effectively.
    Non-sanctioned leadership is not as important as formal influence.
    All managers are not leaders
  129. _____ theory states that people are born with certain characteristics that predispose them to being leaders.
  130. When organized around the Big Five, _____ is the most important trait of effective leaders.
  131. _____ is the extent to which a person is likely to have job relationships that are characterized by mutual trust, respect for employees' ideas, and regard for their feelings.
  132. Fiedler's contingency model assumes that an individual's leadership style is _____.
  133. According to Fiedler's contingency theory, if there is NOT a match of leadership style to the group situation, what should be done?
    Replace the manager.
    Change the situation to fit the leader
    .Both A and B.
    None of the above.
    Both a & B
  134. Hersey and Blanchard's situational leadership theory differs from other leadership theories most clearly because it _____.
    focuses on leaders 
  135. According to LMX theory, which of the following is NOT true of those individual's who fall into the out-group?
    They get less of the leader's time.
    They have leader-follower relations based on formal authority interaction.
    They are trusted.
    They get fewer of the preferred rewards that the leader controls.
    They are trusted.
  136. A _____ leadership style, identified by House in path-goal theory, leads to greater satisfaction when tasks are ambiguous or stressful than when they are highly structured and well laid out.
  137. A _____ leadership style, identified by House in path-goal theory, leads to greater satisfaction when tasks are ambiguous or stressful than when they are highly structured and well laid out.
  138. The leader-participation model was developed by _____.
    vroom & yetton
  139. Management is about coping with complexity while leadership is about coping with change.
  140. If trait research had been successful, it would have provided a basis for selecting the "right" person to assume formal positions requiring leadership.
  141. The University of Michigan studies' production-oriented leaders tended to emphasize the technical or task aspects of the job.
  142. The managerial grid found that managers perform best under a 1, 1 style.
  143. Fiedler used the most preferred co-worker (MPC) scale to identify the preferred leadership style.
  144. Fiedler concludes that since we cannot change individuals, we should concentrate on changing situations to suit individuals.
  145. The essence of cognitive resource theory is that stress is the enemy of rationality.
  146. Readiness was defined by Hersey and Blanchard as the extent to which people have the ability and willingness to accomplish a specific task.
  147. The path-goal model of leadership integrates the expectancy model of motivation with the Fiedler contingency model.
  148. The path-goal theory assumes leaders are flexible and can display different leadership behavior depending on the situation.
  149. ____ research emphasizes style; whereas research on ____ focuses on tactics for gaining compliance.
    leadership, power 
  150. A has ____ power over B if A can dismiss, suspend, or demote B, assuming that B values his or her job.
  151. Avoidance of ______ is why most organizations develop multiple suppliers rather than give their business to only one.
  152. _____ is the only power tactic that is effective across organizational levels.
    rational persuasion 
  153. Most studies confirm that the concept of _____ is central to understanding sexual harassment.
  154. ______ occurs when people within organizations use whatever influence they can to taint the facts to support their goals and interests.
  155. Which of the following is NOT an individual factor related to political behavior?
    personality trait
    perceived alternatives
    level of trust
    expectations of success
    level of trust 
  156. _____ is the process by which individuals attempt to control the impressions others form of them.
    impressions managment 
  157. _____ are more likely to engage in impression management, molding their image to fit the situation.
    high self monitors 
  158. Each of the following is a question your text suggests to analyze ethical questions EXCEPT
    is the action consistent with the organization's goal?
    Is the action legal?
    Does the action violate rights of other parties?
    Does the action conform to standards of equity and justice?
    is action legal 
  159. Power, unlike leadership, focuses on downward influence patterns.
  160. You must have a formal position in an organization to have power.
  161. To create dependency, the thing you control must be perceived as being important.
  162. A resource needs to be perceived as scarce to create dependency.
  163. It is not possible for a subordinate to sexually harass his or her supervisor.
  164. When employee's in organizations convert their power into action, we describe them as being engaged in politics.
  165. Politicking by top management, in a sense, gives permission to those lower in the organization to play politics by implying that such behavior is acceptable.
  166. Impression management has not been shown to be effective in job interviews.
  167. Applicants using ingratiation during interviews were offered more positions than those using self-promotion.
  168. Ethical decisions may include concern about the privacy rights of others.
  169. 13) Ken is being cooperative but unassertive with his employees during a conflict situation. He tries to smooth over their differences but it only produces a false sense of harmony among them. Ken is using which conflict management style? 
  170. 14) The conflict management style of __________ involves being both cooperative and assertive. This style is characterized by trying to fully satisfy everyone’s concerns by working through differences and finding and solving problems so that everyone gains. 
  171. 15) Which of the following is the correct order of Maslow’s theoretical hierarchal needs from the lowest (lower-order need) to the highest (higher-order need) level?
    Physiological, safety, social, esteem, and self-actualization
  172. 16) In the context of motivation, persistence refers to
     the length of time a person sticks with a given action 
  173. 17) In the context of motivation, intensity refers to
     the amount of effort a person puts forth 
  174. 18) Compared to other types of teams, __________ teams tend to have more difficulty learning to work with each other and solving problems in the early stages of team development.
  175. 19) __________ implies that characteristics such as age or the date that someone joins a specific work team or organization should help us to predict turnover.
    Organizational demography 
  176. 20) __________ factors that could potentially cause stress include things such as economic or political uncertainty and technological change.
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BCN1 review
2013-08-23 23:13:18
BCN1 review

Bcn1 review
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