OB Exam3

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Ob Exam3
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  • 1. 
    The ability to _____ is a description of impression management. 
    • A. 

      Induce liking

    • B. 

      Accurately perceive the emotions of others

    • C. 

      Change others' attitudes in desired directions

    • D. 

      Feel comfortable in a wide range of social situations

    • E. 

      Perceive the intentions of others


  • 2. 
    The purpose of a(n) _____ group is to help the organization accomplish its goals, whereas the purpose of a(n) _____ is getting together in friendship. 
    • A. 

      Organizational; liking

    • B. 

      Formal; informal

    • C. 

      Maintenance; task

    • D. 

      Task; maintenance

    • E. 

      High-ability; low-ability


  • 3. 
    Which of the following is an example of an organizational function of a formal group? 
    • A. 

      Reduce anxieties and feelings of insecurity

    • B. 

      Satisfy the individual's need for affiliation

    • C. 

      Socialize and train newcomers

    • D. 

      Give individuals an opportunity to test and share their perceptions of social reality

    • E. 

      Provide a problem-solving mechanism for interperonal problems


  • 4. 
    According to Tuckman's five-stage theory of group development, members tend to be uncertain and anxious about their roles, who's in charge and the group's goals in the _____ stage
    • A. 

      Storming

    • B. 

      Norming

    • C. 

      Forming

    • D. 

      Adjourning

    • E. 

      Performing


  • 5. 
    According to Tuckman's five-stage theory of group development, the _____ stage is a time of testing the leader's policies and assumptions. 
    • A. 

      Storming

    • B. 

      Norming

    • C. 

      Forming

    • D. 

      Adjourning

    • E. 

      Performing


  • 6. 
    According to Tuckman's five-stage theory of group development, the _____ stage is when it's time to move on to other things. 
    • A. 

      Storming

    • B. 

      Norming

    • C. 

      Forming

    • D. 

      Adjourning

    • E. 

      Performing


  • 7. 
    The web update committee consists of seven members and was formed six months ago. Its purpose is to create a web site profiling the activities and personnel of the engineering department of a large telecommunications organization. The personnel profiles are completed, but the committee has been unable to decide upon a format for the web site. Three members strongly prefer one format, whereas the other four members strongly prefer a different format. These different preferences have generated the existence of two sub-groups within the committee, with each subgroup fighting for its chosen alternative. As the subgroups battle for control, the committee is in danger of falling apart. Which stage of group decay best typifies the web update committee? 
    • A. 

      De-storming

    • B. 

      De-norming

    • C. 

      De-forming

    • D. 

      De-adjourning

    • E. 

      De-performing


  • 8. 
    Leadership behavior seems to have favorable results in the group's early history. 
    • A. 

      Supportive

    • B. 

      Directive

    • C. 

      Decentralized

    • D. 

      Democratic

    • E. 

      Participative


  • 9. 
    _____ leadership behavior seems to have favorable results in the group's late history
    • A. 

      Supportive

    • B. 

      Task-oriented

    • C. 

      Active

    • D. 

      Aggressive

    • E. 

      Structured


  • 10. 
    Which of the following is true regarding conformity and the Asch effect? 
    • A. 

      Conformity, as demonstrated in the Asch effect, facilitates functional conflict.

    • B. 

      Individualistic countries produced higher levels of conformity than collectivist countries.

    • C. 

      The Asch effect is unique to the US, and has not been replicated in other countries.

    • D. 

      There has been a decline in conformity among Americans since the 1950s.

    • E. 

      There has been an increase in conformity among Americans since the 1950s.


  • 11. 
    One way to prevent groupthink is to ___. 
    • A. 

      Assign only challenging and important tasks

    • B. 

      Assign each member of the group the role of critical evaluator

    • C. 

      Hold each member personally accountable for identifiable portions of the task

    • D. 

      Use the stepladder technique

    • E. 

      Encourage group cohesiveness


  • 12. 
    One way to counteract social loafing is to ___. 
    • A. 

      Assign only simple tasks

    • B. 

      Encourage all members to voice objections and doubts

    • C. 

      Hold individual members accountable for certain tasks

    • D. 

      Encourage subgroup debate

    • E. 

      Train group members to be assertive and analytical


  • 13. 
    _____ is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable. 
    • A. 

      A team

    • B. 

      Socio-emotional cohesiveness

    • C. 

      A group

    • D. 

      Instrumental cohesiveness

    • E. 

      Cross-functionalism


  • 14. 
    Which is not an indication that a group has become a team? 
    • A. 

      Leadership is given to one individual.

    • B. 

      Accountability shifts from strictly individual to both individual and collective.

    • C. 

      The group develops its own purpose.

    • D. 

      Problem solving because it is a way of life.

    • E. 

      Effectiveness is measured by the group's collective outcomes and products.


  • 15. 
    Don is a member of the Compensation Advisory Council. The Advisory Council contains 10 members from a variety of areas across the university. It is charged with providing recommendations to the Human Resources Board regarding suggested compensation systems for a particular class of employees (Associate and Professional) at a large university. The responsibility of selecting from among the suggested alternatives and ultimately implementing the new compensation plan rests with the President's Council and the Human Resources Board (not with the Compensation Advisory Council). However, at any point the President's Council and Human Resources Board are free to proceed without the input of the Compensation Advisory Council. Don is a member of a _____ team. 
    • A. 

      Project

    • B. 

      Advice

    • C. 

      Production

    • D. 

      Functional

    • E. 

      Action


  • 16. 
    Ann is the anesthesiologist on an operating room surgical team. Ann and other members of the surgical team have trained years to master the skills necessary for their jobs. Her role on the team consists of carefully balancing the needs of the surgeons and the patient. Too little anesthesia and the surgeons can't do their job, too much and the patient dies. The success of the operation depends, in part, on the appropriate administration of the proper amount of anesthesia. Ann is a member of a(n) _____ team. 
    • A. 

      Project

    • B. 

      Advice

    • C. 

      Production

    • D. 

      Functional

    • E. 

      Action


  • 17. 
    _____ reflects team member satisfaction and continued willingness to contribute to the team. 
    • A. 

      Self-management leadership

    • B. 

      Team building

    • C. 

      Team viability

    • D. 

      A cognitive leap

    • E. 

      Propensity to trust


  • 18. 
    The key components of effective teamwork are ____. 
    • A. 

      Trust, coordination, and cohesiveness

    • B. 

      Coordination, collaboration, and trust

    • C. 

      Cohesiveness, cooperation, and coordination

    • D. 

      Cooperation, coordination, and trust

    • E. 

      Cooperation, trust, and cohesiveness


  • 19. 
    _____ is a sense of "we-ness" that helps groups stay together. 
    • A. 

      Reciprocity

    • B. 

      Collaboration

    • C. 

      Cooperation

    • D. 

      Cohesiveness

    • E. 

      Viability


  • 20. 
    Nancy, Janice, Kim, Kristine, and Laura all work for different organizations. They get together once a week for lunch. Together they discuss work, kids, and almost everything else. What holds this group together? 
    • A. 

      Organizational culture.

    • B. 

      Managerial directives

    • C. 

      Instrumental cohesiveness.

    • D. 

      Socio-emotional cohesiveness

    • E. 

      Self-management KSAs.


  • 21. 
    _____ is a sense of togetherness that develops when group members are mutually dependent on one another because they believe they could not achieve the group's goals by acting separately. 
    • A. 

      Reciprocity

    • B. 

      Instrumental cohesiveness

    • C. 

      Propensity to trust

    • D. 

      Self-management leadership

    • E. 

      Socio-emotional cohesiveness


  • 22. 
    One way managers can enhance socio-emotional cohesiveness is by _____. 
    • A. 

      Regularly updating and clarifying the group's goals

    • B. 

      Giving every member a vital "piece of the action"

    • C. 

      Keeping the group relatively small

    • D. 

      Channeling each member's special talents toward the common goal

    • E. 

      Equitably reinforcing every member's contributions


  • 23. 
    One way managers can enhance instrumental cohesiveness is by ____. 
    • A. 

      Regularly updating and clarifying the group's goals

    • B. 

      Emphasizing members' common characteristics

    • C. 

      Keeping the group relatively small

    • D. 

      Encourage interaction and cooperation

    • E. 

      Building a favorable public image of the group


  • 24. 
    Which of the following is an advantage of virtual teams relative to face-to-face teams? 
    • A. 

      Increased flexibility.

    • B. 

      Increased trust.

    • C. 

      Increased socio-emotional cohesiveness.

    • D. 

      Decreased efficiency.

    • E. 

      Decreased creativity.


  • 25. 
    Sarah and Bill were recently hired at the local manufacturing plant. Before being hired, they were interviewed by the team members with whom they will be working. The team contains members from various areas of the manufacturing process. As part of the training process, Sarah and Bill learned how to perform several administrative tasks, including scheduling work assignments for the team. What label best describes Sarah and Bill's new team? 
    • A. 

      Project team

    • B. 

      Advice team

    • C. 

      Virtual team

    • D. 

      Self-managed team

    • E. 

      Quality circle


  • 26. 
    When implementing self-managed teams, ____. 
    • A. 

      Workers are left with no managerial supervision

    • B. 

      Teams should be responsible for the hiring and firing of team members

    • C. 

      Managers may see self-managed teams as a threat to their job security

    • D. 

      Only the most senior employees should be members of self-managed teams

    • E. 

      Changes in management philosophy are unnecessary


  • 27. 
    Which of the following is a typical mistake made by management that leads to team failure? 
    • A. 

      Personality conflicts among team members.

    • B. 

      Vague or conflicting team assignments.

    • C. 

      Poor interpersonal skills.

    • D. 

      Resistance to doing things differently.

    • E. 

      The team tries to do too much too soon.


  • 28. 
    Which of the following is true? 
    • A. 

      Organizational conflict is inevitable.

    • B. 

      Greater employee diversity leads to decreased organizational conflict.

    • C. 

      Greater amounts of face-to-face communication lead to increased organizational conflict.

    • D. 

      Increased cross-cultural interactions lead to decreasing amounts of organizational conflict.

    • E. 

      Conflict is to be avoided whenever possible.


  • 29. 
    Which of the following is true? 
    • A. 

      Today's OB experts believe that conflict threatens managerial authority and should be avoided.

    • B. 

      Scientific management experts such as F.W. Taylor believed that organizations can suffer from too little conflict.

    • C. 

      Current OB experts believe that conflict has both positive and negative outcomes, depending on its nature and intensity.

    • D. 

      Excessive conflict can lead to apathy and indecision.

    • E. 

      Insufficient conflict can lead to optimal organizational performance.


  • 30. 
    Functional conflict ____. 
    • A. 

      Is decreased by the devil's advocacy technique

    • B. 

      Is decreased by the dialectic method

    • C. 

      Serves the interests of the organization

    • D. 

      Is a method of alternative dispute resolution

    • E. 

      Threatens the organization's interests


  • 31. 
    Conflict is dysfunctional when it ____. 
    • A. 

      Serves organizational interests

    • B. 

      Gets in the way of organizational performance

    • C. 

      Leads to mutuality of interests

    • D. 

      Promotes debate

    • E. 

      Is based on differing value systems


  • 32. 
    _____ foster(s) organizational conflict. 
    • A. 

      Ample resources

    • B. 

      Clear job boundaries

    • C. 

      Independent tasks

    • D. 

      Organizational simplicity

    • E. 

      Unreasonable deadlines


  • 33. 
    Agreement, stronger relationships, and learning are ____. 
    • A. 

      Antecedents of conflict

    • B. 

      Sources of functional conflict

    • C. 

      Types of cross-cultural conflict

    • D. 

      Styles of handling dysfunctional conflict

    • E. 

      Desired outcomes of conflict


  • 34. 
    Among her coworkers, Denise has a reputation for never refilling the office coffee pot after pouring the last cup of coffee. Although it seems like a small issue, her coworkers are becoming increasingly irritated at her behavior. Denise is ____. 
    • A. 

      Stimulating functional conflict

    • B. 

      Demonstrating workplace incivility

    • C. 

      Stimulating intergroup conflict

    • D. 

      Using an integrating conflict handling style

    • E. 

      Using a dominating conflict handling style


  • 35. 
    Laura is head of R&D and must decide how to allocate a fixed amount of funds. There are two top projects that Laura believes hold the most promise. She decides to arrange a structured debate for the two top proposals. Importantly, the assumptions of each proposal are identified, and a conflicting counterproposal is generated based on a different set of assumptions. Advocates of each position present and debate the merits of their proposal before Laura makes her decision. Which technique is Laura using to help her make a better decision? 
    • A. 

      Values clarification

    • B. 

      Devil's advocacy

    • C. 

      The stepladder technique

    • D. 

      Dialectical inquiry

    • E. 

      Negotiation


  • 36. 
    Jim is head of the marketing department and must decide how to allocate a fixed amount of funds. There are two top projects that Jim believes hold the most promise. Recently, the majority of funds have been allocated to Project A, but Jim wonders if it's time to provide Project B with a larger share of the money. Jim decides to assign a particular individual, Clara, to thoroughly criticize the proposal, looking for every possible flaw. Which technique is Jim using to help him make a better decision? 
    • A. 

      Values clarification.

    • B. 

      Devil's advocacy.

    • C. 

      The stepladder technique.

    • D. 

      The Dialectic method.

    • E. 

      Negotiation.


  • 37. 
    In the _____ style of handling conflict, a high concern for one's self and a low concern for others fosters "I win-you lose" tactics. The other party's needs are largely ignored. 
    • A. 

      Integrating.

    • B. 

      Obliging

    • C. 

      Dominating

    • D. 

      Avoiding

    • E. 

      Compromising


  • 38. 
    In the _____ style of handling conflict, the individual uses a give-and-take approach involving moderate concern for both self and others. This style is appropriate when parties have opposite goals or possess equal power. 
    • A. 

      Integrating

    • B. 

      Obliging

    • C. 

      Dominating

    • D. 

      Avoiding

    • E. 

      Compromising


  • 39. 
    _____ is an alternative dispute resolution technique where the disputing parties agree ahead of time to accept the decision of a neutral third party in a formal court-like setting, often complete with evidence and witnesses. Participation is voluntary, and statements are confidential. Decisions are based on legal merits. 
    • A. 

      Ombudsman

    • B. 

      Peer review

    • C. 

      Conciliation

    • D. 

      Mediation

    • E. 

      Arbitration


  • 40. 
    According to research evidence on conflict, ____. 
    • A. 

      Challenging and clear goals foster conflict

    • B. 

      Men prefer to use a dominating conflict-handling style

    • C. 

      Women prefer to use a compromising conflict-handling style

    • D. 

      Employees from different cultures preferred the same conflict resolution techniques

    • E. 

      Higher levels of conflict tend to reduce internal work motivation


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