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MGMT QUIZ CH 13&14 Flashcards
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MGMT QUIZ CH 13&14
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Ronin is on a(n) ________ team that consists of members who work together over time and distance via electronic media to combine effort and achieve common goals.
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virtual
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What is the difference between a group and a team?
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A group is a collection of people, and a team is a powerful unit of collective performance.
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Terms in this set (15)
Ronin is on a(n) ________ team that consists of members who work together over time and distance via electronic media to combine effort and achieve common goals.
virtual
What is the difference between a group and a team?
A group is a collection of people, and a team is a powerful unit of collective performance.
When issues causing conflict are trivial and cooling off would be helpful, what is the best way for handling the situation?
avoiding - involves ignoring or suppressing a conflict. Avoidance is appropriate for trivial issues, when emotions are high and a cooling-off period is needed, or when the cost of confrontation outweighs the benefits of resolving the conflict.
What question does a group ask during the forming stage of group development?
For the group, the question in the forming stage is "Why are we here?"
________ is the conflict-handling style in which both parties give up something to gain something.
Compromising
The group development stage in which individuals test the leader's policies and assumptions as they try to determine how they fit into the power structure is the ________ stage.
storming
Nick's team was not making much progress on defining a new production process. Tarek was being very uncooperative. He did not agree with Nick's direction, and he has not completed his tasks. This team is in what stage of group development?
storming
Leadership is the ability to ________ employees to voluntarily pursue organizational goals.
influence
Which of the following is NOT an employee characteristic of relevance in path-goal theory?
position power - In path-goal theory, there are five employee characteristics: locus of control, task ability, need for achievement, experience, and need for path-goal clarity.
________ power results from one's specialized knowledge.
Expert
Transformational leadership is positively associated with all the following EXCEPT
less commitment to organizational change. --
Transformational leaders, in one description, "engender trust, seek to develop leadership in others, exhibit self-sacrifice, and serve as moral agents, focusing themselves and followers on objectives that transcend the more immediate needs of the work group." Whereas transactional leaders try to get people to do ordinary things, transformational leaders encourage their people to do exceptional things—significantly higher levels of intrinsic motivation, trust, commitment, and loyalty—that can produce significant organizational change and results.
When JP saw Helene in the stockroom stuffing her purse with expensive printer cartridges, Helene was quick to say, "We've been friends since first grade, so I'm sure you won't say anything about this." What was Helene using on JP?
personal appeal
Coral supervises a group of customer service representatives. Coral is respected and well liked by her staff, and she has worked hard to make sure each of them knows how to do their job well. She is responsible for all staffing and reward decisions in her department. Coral has ________ in the contingency model.
high situational control -- Coral's leader-member relations are high because she and her people get along well. The task structure is high because the job is routine and unambiguous. The position power is high because she holds a lot of legitimate power.
Corina is outgoing, warm, and truly inspirational when she talks about where she wants to lead her division. Her employees seem eager to do anything she asks. Because of her personality and not her position, what is Corina's power?
referent power -- Referent power is power deriving from one's personal attraction. This kind of power characterizes strong, visionary leaders who are able to persuade their followers by dint of their personality, attitudes, or background.
________, which include acting friendly or making someone feel good or important before making a request, are influence tactics.
Ingratiating tactics-- include acting friendly or making someone feel good or important before making a request. See Table 14.2.
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Quiz 14: Power, Influence, and Leadership: From Becoming a Manager to Becoming a Leader
Questions and Answers for Quiz 14: Power, Influence, and Leadership: From Becoming a Manager to Becoming a Leader
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Power, Influence, and Leadership: From Becoming a Manager to Becoming a Leader
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Power, Influence, and Leadership: From Becoming a Manager to Becoming a Leader
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Leadership is the ability to influence employees to voluntarily pursue organizational goals.
Free True False Q01
Leaders manage, and managers lead, but the two activities are not synonymous.
Free True False Q02
Reward power results from managers' authority to punish their employees.
Free True False Q03
Employees who are having computer problems at Market Industries go to Farrah rather than the IT department because she is efficient and considerate about helping out and is extremely knowledgeable. Farrah has expert power.
True False Q04
Amelia has a charismatic personality, and finds it easy to get others to agree with her. Amelia has referent power.
True False Q05
Narcissistic leaders tend to bring out the best work behaviors in others.
True False Q06
As a manager, when you provide rewards or reprimand your subordinates, you are practicing transactional leadership.
True False Q07
In the contingency leadership model, the most important component of situational control is position power.
True False Q08
Adaptive, flexible organizational cultures are less likely to foster transformational leadership than bureaucratic ones.
True False Q09
Female leaders tend to use transformational leadership more than male leaders do.
True False Q10
The three dimensions of situational control are leader-member relations, the task structure, and
Multiple Choice Q11
Leadership is the ability to ________ employees to voluntarily pursue organizational goals.
Multiple Choice Q12
Which of the following is NOT one of the five sources of power?
Multiple Choice Q13
________ power is power managers have resulting from their formal positions within organizations.
Multiple Choice Q14
Hiromi congratulated her staff when the team received an industry award for their project, and also sent a companywide e-mail announcing it. Here, Hiromi is using her ________ power.
Multiple Choice Q15
Keith was put on probation for a string of customer complaints about his poor service and professionalism. His supervisor was using ________ power.
Multiple Choice Q16
________ power results from one's specialized knowledge.
Multiple Choice Q17
________ power derives from one's personal attraction.
Multiple Choice Q18
Corina is outgoing, warm, and truly inspirational when she talks about where she wants to lead her division. Her employees seem eager to do anything she asks. Because of her personality and not her position, what is Corina's power?
Multiple Choice Q19
________, which include acting friendly or making someone feel good or important before making a request, are influence tactics.
Multiple Choice Q20
Showing 1 - 20 of 100
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