BU350 Quiz 3 SCORE 100 PERCENT

Question 1

4 / 4 points

Procter & Gamble has separate departments for Tide, Pampers, Charmin, and Pringles. This is an example of departmentalization by ________.

Question options:

A) 

function

B) 

process

C) 

geography

D) 

product

E) 

interest

Question 2

4 / 4 points

According to the principle of unity of command, ________.

Question options:

A) 

managers should limit their oversight to a maximum of 12 employees

B) 

managers should oversee 1-4 employees on average

C) 

an individual should be directly responsible to only one supervisor

D) 

an organization should be departmentalized on the basis of functions

E) 

employees should report directly to two supervisors to maintain task balance

Question 3

4 / 4 points

Conflicts related to how the work gets done are called ________ conflicts.

Question options:

A) 

communication

B) 

task

C) 

job

D) 

relationship

E) 

process

Question 4

4 / 4 points

Span of control is a key element of an organization's structure. Which of the following key questions is addressed by this element?

Question options:

A) 

On what basis will jobs be grouped together?

B) 

To whom do individuals and groups report?

C) 

To what degree will there be rules and regulations to direct employees and managers?

D) 

How many individuals can a manager efficiently and effectively direct?

E) 

To what degree are activities subdivided into separate jobs?

Question 5

4 / 4 points

The ________ stage of the conflict process is important because it's where conflict issues tend to be defined.

Question options:

A) 

potential opposition

B) 

cognition and personalization

C) 

intention

D) 

behavior

E) 

reaction and transference

Question 6

4 / 4 points

Nellie Fritz, the head of client support services at Olson Inc., is very popular among her subordinates. Many believe that Nellie has a knack for getting the work done without making the employees feel pushed into a corner. She is often seen speaking to her subordinates and support staff about their families, helping them with any personal problems they have, and praising employees for their good work. In light of the Ohio State Studies, this indicates that Nellie, as a leader, is ________.

Question options:

A) 

task oriented

B) 

high in consideration

C) 

low in trust propensity

D) 

low in relationship orientation

E) 

production oriented

Question 7

4 / 4 points

At the PR firm where Rafael works, everyone considers him to be very good with his work and depends heavily on his knowledge to help the organization to solve its problems. Rafael is often seen teaching interns a simpler way to present an article, helping project managers with scheduling, and even the CEO often asks him for his opinion on important matters because of his experience and skill. Rafael's specialized knowledge depicts his ________.

Question options:

A) 

expert power

B) 

coercive power

C) 

legitimate power

D) 

referent power

E) 

reward power

Question 8

4 / 4 points

A narrow span of control ________.

Question options:

A) 

encourages employee autonomy

B) 

is expensive because it adds levels of management

C) 

simplifies vertical communication

D) 

increases the speed of decision making

E) 

discourages overly tight supervision

Question 9

4 / 4 points

A plant manager organizes a plant by separating engineering, accounting, manufacturing, personnel, and purchasing into departments. The plant is departmentalized on the basis of ________.

Question options:

A) 

target customer

B) 

product

C) 

function

D) 

geography

E) 

service

Question 10

4 / 4 points

Oscar and Keith are on the same team; they work well with other people in the same team but don't get along with each other. This type of conflict can best be described as ________.

Question options:

A) 

intragroup

B) 

bilateral

C) 

intergroup

D) 

dyadic

E) 

dual

Question 11

4 / 4 points

The selection process helps sustain the organization's culture by ________.

Question options:

A) 

establishing and enforcing norms

B) 

hiring candidates who fit well within the organization

C) 

socializing the new employees

D) 

developing performance evaluation criteria

E) 

rewarding conformity

Question 12

4 / 4 points

Which of the following is something that often differentiates power from leadership?

Question options:

A) 

lack of dependence of followers

B) 

use of positive styles over negative tactics

C) 

downward influence of leader on followers

D) 

lack of goal compatibility between leaders and followers

E) 

lack of control on behavior of followers

Question 13

4 / 4 points

Tim Wrench was leading the client services division of AmWeb for seven years when he was asked to move to another region where the company was setting up its office. Before moving, Tim was asked to help in finding a successor for him from his team. Tim's most obvious choice was Judy Judge, and the management accepted his choice as Judy was a popular person across the company. Judy was known for her vivacious nature, was often seen speaking to employees from various divisions, and was always excited to take up a new opportunity. Once she became a leader, she continued to give employees freedom and flexibility even if it resulted in deficiencies on the work front like missed deadlines or low quality. Judy's initial weeks as a leader were full of confusion among her team members, but many felt that the situation would come under control. When things did not improve in the next two months and many complaints poured in from clients, the management realized that Judy was not the best candidate to lead the team. Which of the following, if true, would best explain this outcome?

Question options:

A) 

Judy was a high-performing employee and enjoyed good relationships with everyone on the team.

B) 

Everyone felt Judy was given insufficient time to prove her worth as a leader.

C) 

Research has shown that traits can predict the emergence of a leader, but not his or her efficiency as a leader.

D) 

The client complaints were a common thing encountered by the company.

E) 

Judy demonstrated low levels of consideration and high levels of task-orientation.

Question 14

4 / 4 points

Which of the following types of power is most likely to be negatively related to employee satisfaction and commitment?

Question options:

A) 

expert power

B) 

reward power

C) 

legitimate power

D) 

coercive power

E) 

referent power

Question 15

4 / 4 points

Leadership is best defined as ________.

Question options:

A) 

the ability to merely project one's abilities in the lack of actual accomplishments

B) 

the ability to reduce the dependence of team members on each other

C) 

the ability to induce the team members to focus on individual goals rather than collective goals

D) 

the ability to influence a group toward the achievement of a vision or set of goals

E) 

the ability to use factors like training and experience to reduce dependence on formal leadership

Question 16

4 / 4 points

Legitimate power is directly based on ________.

Question options:

A) 

charisma of the leader

B) 

interpersonal trust and commitment of the manager

C) 

structural position of the manager in the organization

D) 

personality traits of the manager

E) 

ability of the manager to serve his or her subordinates

Question 17

4 / 4 points

An aircraft manufacturer with a strong presence in the United States, is looking to expand its market overseas. The firm currently sells its aircraft to several airlines in the United Kingdom but now wants to establish manufacturing units there as well in order to acquire a bigger share in the European market. Hence, it plans to merge with QueenAir, a British aircraft manufacturer. Which of the following, if true, would weaken the company's decision to merge with QueenAir?

Question options:

A) 

Merging with QueenAir would increase its profits considerably.

B) 

There is increasing economic uncertainty in its U.S. market.

C) 

The preferences of airline customers in Europe and the U.S. are similar.

D) 

There is a striking difference in the organizational cultures of the two firms.

E) 

A competitor in the U.S. market recently went out of business.

Question 18

4 / 4 points

Jean works for Fahrenheit Publishing, which is a publisher of scientific journals. The company is dominated by low risk taking and high attention to detail. Jean's department is committed to high team orientation and provides many team-building activities in which Jean and other department members work together and socialize. Which of the following statements best describes Jean's department?

Question options:

A) 

Jean's department is an example of a primary microcosm.

B) 

Jean's department's culture is stronger than the dominant culture in the organization.

C) 

Jean's department has developed a subculture.

D) 

Jean's department's culture is undefined.

E) 

Jean's department's culture has low stability.

Question 19

4 / 4 points

Gwyn is struggling with personal issues of control within her team. Her outbursts and underhanded nature of functioning within the team is destructive. This could be considered ________.

Question options:

A) 

relationship conflict

B) 

dysfunctional conflict

C) 

dysfunctional task conflict

D) 

dyadic relationship issues

E) 

intragroup conflict

Question 20

4 / 4 points

Which of the following is true with regard to leadership?

Question options:

A) 

It maximizes the importance of lateral and upward influence patterns.

B) 

It eliminates the requirement of goal compatibility.

C) 

It stimulates research in the area of tactics of influence.

D) 

It focuses on downward influence on followers.

E) 

It encourages dependence of followers on leaders.

Question 21

4 / 4 points

Which of the following characteristics of an organization's culture indicates the degree to which management decisions take into consideration the effect of outcomes on employees within the organization?

Question options:

A) 

attention to detail

B) 

outcome orientation

C) 

team orientation

D) 

people/customer orientation

E) 

stability

Question 22

4 / 4 points

Conditions that can create conflicts can be classified into three categories. Which of the following is one of these three categories that includes variables such as jurisdictional clarity, member-goal compatibility, and leadership styles?

Question options:

A) 

communication

B) 

structure

C) 

personal variables

D) 

group interactions

E) 

process variables

Question 23

4 / 4 points

Which of the following Big Five personality traits has been identified as the most important trait in effective leaders?

Question options:

A) 

conscientiousness

B) 

openness

C) 

extraversion

D) 

agreeableness

E) 

emotional stability

Question 24

4 / 4 points

Trevor Guerney is a manager who believes that those who are to be affected by a change must be involved in the change. Consequently, he always ensures that his subordinates have the knowledge of what is happening around them, and he often holds meetings to obtain employee opinion and suggestions before making any decision that would apply to them. Similarly, Trevor's team proactively approaches him with problems and potential solutions as they know he will not respond by criticizing them. From the information provided in the scenario, we can say that ________.

Question options:

A) 

Trevor's leadership is primarily task-oriented

B) 

Trevor's team has a low degree of trust propensity

C) 

Trevor's team requires more directive leadership

D) 

Trevor's team has positive leader-member relations

E) 

Trevor's team is unsatisfied with his power position

Question 25

4 / 4 points

The two general groupings into which power may be categorized are ________.

Question options:

A) 

informational and personal

B) 

formal and informal

C) 

informal and legitimate

D) 

formal and personal

E) 

direct and indirect

            


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