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Final Exam Study Guid

56 Questions  I  By Shortma
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Final Exam Study Guid
Final Exam Study Guide

  
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1.  The diagnostic processes, interpersonal styles, and negotiation strategies that are designed to avoid unnecessary conflict and reduce or resolve excessive conflict.
2.  team members diagnose how they work together and plan changes to improve their effectiveness.
3.  Members who collaborate through various information technologies on one or more tasks while geographically dispersed at two or more locations and who have minimal face-to-face interaction.
4.  Assertive and uncooperative behaviors and represents a win–lose approach to interpersonal conflict.
5.  Occurs when a focal person responds with behaviors that serve as inputs to the role senders’ process.
6.  The unofficial, and at times confidential, person-to-person or person-to-group chain of verbal, or at times e-mail, communication.
7.  A small number of people with complementary competencies who are committed to common performance goals and working relationships for which they hold themselves mutually accountable.
8.  Refers to any number of people who share goals, often communicate with one another over a period of time, and are few enough so that each individual may communicate with all the others, person-to-person.
9.  the disclosure by current or former employees of illegal, immoral, or illegitimate organizational practices to people or organizations that may be able to change the practice.
10.  The rules and patterns of behaviors that are accepted and expected by members of a team or whole organization.
11.  Refers to behaviors at an intermediate level of cooperation and assertiveness.
12.  Reflects the shared and learned values, beliefs, and attitudes of its members.
13.  Negative team or group members who withhold effort, express negative feelings and attitudes, and violate important team norms and behaviors.
14.  Refers to strong cooperative and assertive behaviors.
15.  Characterized by the achievement of measurable and demanding goals, especially those that are financial and market-based (e.g., sales growth, profitability, and market share).
16.  The sender states what is believed to be false in order to seriously mislead one or more receivers.
17.  occurs when a person believes that only their culture makes sense, has the “right” values, and represents the “right” and logical way to behave.
18.  Members who focus on a specific issue, develop a potential solution, and are often empowered to take action within defined limits.
19.  Occurs when two or more individuals perceive that their attitudes, behaviors, or preferred goals are in opposition.
20.  Involves motivating and directing followers primarily through appealing to their own self-interest.
21.  The degree to which its members perceive the group as (1) being competent and able to accomplish work-related tasks (potency), (2) performing important and valuable tasks (meaningfulness), (3) having choice (autonomy) in how they carry out their tasks, and (4) experiencing a sense of importance and significance (impact) in the work performed and goals achieved.
22.  refers to opposition, disagreements, and disputes between groups or teams.
23.  A deliberate attempt by managers and employees to improve the functioning of teams, departments, divisions, or an entire organization in some important way.
24.  A process in which one party (person or group) perceives that its interests are being opposed or negatively affected by another party.
25.  Refers to cooperative and unassertive behaviors.
26.  Means that many markets are worldwide and are served by international or multinational corporations.
27.  Occurs within an individual and usually involves some form of goal, cognitive, or affective conflict.
28.  Communication through the use of color
29.  Members from a variety of countries who are, therefore, often separated significantly by time, distance, culture, and language.
30.  Refers to disputes among some or all of the group’s members, which often affect the group’s dynamics and effectiveness.
31.  Creating change for the purpose of creating shareholder value.
32.  The process of assessing the functioning of the organization, department, team, or job to discover the sources of problems and areas for improvement.
33.  The strength of the members’ desire to remain in a team and their commitment to it.
34.  Any interference with the intended message in the channel.
35.  A person who exhibits the key attributes of leadership—ideas, vision, values, influencing others, and making tough decisions.
36.  The process by which older members of a society transmit to younger members the social skills and knowledge needed to function effectively in that society.
37.  An individual’s ability to influence others’ behaviors by providing valued things.
38.  An agreement-at-any-cost mentality that results in ineffective group or team decision making and poor decisions.
39.  A process in which two or more interdependent individuals or groups, who perceive that they have both common and conflicting goals, state and discuss proposals and preferences for specific terms of a possible agreement.
40.  An individual’s ability to influence others’ behaviors because of recognized competencies, talents, or specialized knowledge.
41.  characterized by high levels of risk taking, dynamism, and creativity.
42.  Members from various work areas who identify and solve mutual problems.
43.  The uncertainty and lack of clarity surrounding expectations about a single role.
44.  Usually includes employees who work together daily on similar tasks and must coordinate their efforts.
45.  The set of interconnected tasks and behaviors that others expect a person to perform.
46.  refers to unassertive and uncooperative behaviors.
47.  The process of developing ideas and a vision, living by values that support those ideas and that vision, influencing others to embrace them in their own behaviors, and making hard decisions about human and other resources.
48.  Refers to individuals who (1) know and understand themselves, (2) know what they believe and value, and (3) act upon their values and beliefs through open and honest communications with subordinates and others.
49.  Involves anticipating future trends, inspiring followers to understand and embrace a new vision of possibilities, developing others to be leaders or better leaders, and building the organization or group into a community of challenged and rewarded learners.
50.  Directs, controls, and plans the work of others and is responsible for results.
51.  highly interdependent, competent, and empowered members who work together effectively on a daily basis to manufacture an entire product (or major identifiable component) or provide an entire service to a set of customers.
52.  Occurs when people together create new alternatives and solutions that are better than their individual efforts.
53.  Expresses fundamental aspirations and purpose, usually by appealing to peoples’ emotions and minds.
54.  The collective beliefs, assumptions, and feelings about what things are good, normal, rational, and valuable.
55.  Is an individual’s ability to influence others’ behaviors because of the person’s formal position in the organization.
56.  An individual’s ability to influence others because she is respected, admired, or liked.
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