BAM315 unit 4 exam

| June 8, 2016

Question
1) Organizational behavior provides managers with considerable insights into hidden

aspects of the organization, which include ________.

a. strategies

b. policies and procedures

c. informal interactions

d. structure

2) The component of attitude that is made up of beliefs and opinions is ________.

a. behavioral

b. practices

c. affective

d. cognitive

3) What does the research evidence suggest about the statement, “Happy workers are

productive workers”?

a. Actually, there is no relationship between the two variables.

b. There is strong supportive evidence since the Hawthorne Studies.

c. There is a fairly strong relationship between the two variables.

d. It’s false. Instead, productive workers are least happy.

4) A person who rates high on Holland’s social scale would probably find a good match

with which of the following jobs?

a. economist

b. teacher

c. painter

d. farmer

5) If a person who is always late for work is late once again and blames it on a train,

coworkers would probably attribute that person’s lateness to ________.

a. the car

b. the train

c. an external source

d. the individual

6) ________ is the tendency for individuals to attribute their own successes to internal

factors such as ability or effort while putting the blame for personal failure on external

factors such as luck.

a. Self-serving bias

b. Assumed similarity

c. Fundamental attribution error

d. Stereotyping

7) Managers need to recognize that their employees react to ________.

a. job descriptions

b. reality

c. attitudes

d. perceptions

8) Issues including appearance, technology, and management style may cause conflicts

and resentment for ________.

a. baby boomers

b.

Gen

Y

workers

c. Gen X workers

d. centurions

Mentoring Careers (Scenario)

Jeff was glad to see the high school interns come and work in his office, and glad to see

them go. It was not that he did not enjoy their company or that they did not work hard

and attempt to perform at a high level. Many times he had seen kids come into his plant

determined to be in a particular occupation that did not suit them. It was both frustrating

and sad to see them try so hard at something they did not like and were not good at per

forming. So, for this next group of five interns, he decided to do something different. He

did a little research and found out about Holland’s Typology of Personality and Vocational

Preference. Then, as the interns arrived, he asked them to take the test to help guide

them into occupations for which they may better be suited.

9) Andrew prefers activities that involve helping and developing others. Consistent with

the testing, he is described as being social, friendly, and understanding. Which of the

following occupations is not a potentially good match for him?

a. teacher

b. writer

c. social worker

d. counselor

Written Once, Understood Anywhere (Scenario)

Margaret works as the human resource manager for Horizon Software, Inc., a software

development firm that focuses on the development and implementation of customized Principles of Management

JAVA-based applications for Fortune 500 companies. Unfortunately, the past few months

have been challenging because employees have become upset due to the lack of commu nication among company managers. Margaret decided that it was imperative to conduct

an organizational communication workshop for these managers.

10) Margaret begins by defining communication as “________ and understanding of

meaning.”

a. the extraction

b. the expression

c. the broadcast

d. the transfer

The Sword and the Millstone (Scenario)

Sandra Millstone, the CEO of Excalibur Manufacturing Company, had concluded that the

company would have to reduce its employee group by 10 percent within the next four

weeks due to a decreased demand for the products the company manufactured. She spent

over 30 hours preparing charts, tables, graphs, diagrams, and other forms of visual aids

for her presentation to the employees about the upcoming reduction in force so that they

could understand the reason and feel better about the company.

11) As the employees began to leave the meeting room, some were overheard grumbling

that those at the top were just profit-rakers, that it didn’t make any difference to

Sandra if employees lost their jobs, and that if the company wanted loyalty, it should

hire a dog. These statements are the result of which barrier to effective communica-

tions?

a. information overload

b. selective perception

c. downward communication

d. defensiveness

12) One employee in the finance department told her coworkers that what she heard

Sandra say was that “the company was laying off the 10 percent so that the company

could boost the dividends paid to stockholders at the end of the quarter and that the

board of directors was worried about the return on assets.” These claims are most

likely the result of which barrier to effective communications?

a. filtering

b. information overload

c. verbal intonation

d. language

Types of Communication Networks (Scenario)

Rick Smith is a regional sales manager for a health care information technology firm called MediFax, based in Nashville, TN. Rick is responsible for overseeing 15 salespeople

covering over 20 states spanning the mid-South to the Northeast. When the company

was smaller and there were fewer salespeople, communication flowed freely from the

field back into all areas of the home office: customer service, development, accounting

and finance, and top management. However, as the company has grown, its structure has

become more mechanistic. Management demanded that communications to and from the

field flow according to the formal chain of command. As a result, the firm has been slower

to recognize shifts in the market and respond to important market-based information de

livered by the sales force. As a result, salespeople have become more reluctant to forward

information to the home office because they perceive that it won’t be acted upon anyway.

The management team has asked Rick to review this issue and provide recommendations

for improving this situation.

13) In times past, information flowed freely from the sales force to all areas of the home

office. This is most representative of what kind of communications network?

a. chain network

b. all-channel network

c. wheel network

d. informal network

14) Once the company grew and became more mechanistic, management insisted that

information flow vertically according to the authority structure. This is most represen-

tative of what kind of communications network?

a. wheel network

b. formal network

c. chain network

d. all-channel network

Paul Locke (Scenario)

Paul Locke is a chemical engineer and research lab manager for the U.S. Navy’s muni

tions research facility in suburban Washington, D.C.

15) Paul realizes that interactive web sites, e-mail, and videoconferencing are essential

communication tools but can create the same communication problems that individu-

als face such as:

a. over-documentation

b. feedback

c. non-verbal communication

d. active listening

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Principles of Management

16) Which of the following is considered a lower-order need?

a. safety

b. self-actualization

c. esteem

d. social

17)

Theory Y assumes that people inherently

________.

a. work to satisfy hygiene factors

b. avoid responsibility and need to be closely controlled

c. want to work and can exercise self-direction

d. want to belong more than anything else

18) Consistent with a legacy of communism and centrally planned economies, employees

exhibit ________.

a. low interest in rewards

b. less expectations of outputs

c. a greater entitlement attitude

d. a low desire for interesting work

Changing Jobs (Scenario)

Marty sat in his favorite chair at home and pondered his work situation. The funding in his

division had been cut by 25 percent, but the numerical goals did not budge. Something

had to change, and he knew it was his job to figure out how to make the goals reachable.

He had decided to try to make it work by changing the way tasks are combined in each

job. First, he needed to know how many tasks there were to each job and how frequently

each task is repeated. He also knew that because of the funding cut, people were going to

be asked to increase their job tasks horizontally. But, he also felt that to balance this he

should add planning and evaluating responsibilities. No one looked forward to this coming

year; managers or staff, but it was do or die.

19) Together, even though the employees were clearly being asked to contribute more, he

felt they would have a greater degree of control over their work. ________ describes

the degree of control the employees will have over their work.

a. Job design

b. Job enlargement

c. Job enrichment

d. Job depth

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Principles of Management

What

Do

You

Expect?

(Scenario)

The employees at Acme Toilets Inc. are not working as hard as Jill, their supervisor, would

like. The salespeople aren’t meeting their sales quotas, and Jill can’t seem to motivate

them to try harder. Jill has been studying expectancy theory and has decided to try to put

it into practice.

20) Jill has arranged for the bonus system to be changed so that the bonus for meeting

sales quotas is much higher than it has ever been before. Jill has altered the

________.

a. valence

b. expectancy

c. performance-reward linkage

d. instrumentality

21) The ________ style of leadership describes a leader who tends to involve employees

in decision making, delegate authority, encourage participation in deciding work

methods and goals, and use feedback as an opportunity for coaching employees.

a. laissez-faire

b. cultural

c. autocratic

d. democratic

22) The main role of the leader is to facilitate and communicate in which of the following

leadership styles?

a. selling

b. delegating

c. participating

d. telling

23) Who developed path-goal theory?

a. Lewin

b. Blake and Mouton

c. Fiedler

d. House

24) When a young child emulates a professional sports star’s behavior, the star has what

kind of power over the child?

a. legitimate

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Principles of Management

b. coercive

c. referent

d. expert

Jack and Jill (Scenario)

Jack Jones and Jill Smith are both managers at a medium-sized medical supply firm. Jack

emphasizes to his people that the work must be done, regardless of circumstances, and

encourages his employees to meet their sales quotas. He is generally liked, but because

sales are unstructured, sometimes his employees resent his rather heavy-handed ap

proach. Jill has tried hard to build a good rapport with her employees and knows each of

their families. She encourages her employees to work hard, but to be certain to take time

for themselves and their families.

25) Fiedler would expect that the best leadership style was a function of ________.

a. type of organization, personality of leader, and education of employees

b. formal authority, production process, and personality of employees

c. chain of command, relationships, and power

d. leader-member relations, task structure, and position power

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