Badm 310 Exam 1 Practice

Given the scenario, if the junior team member has consistently demonstrated appropriate behavior in the past, it is more likely that his failure to meet the deadline is due to an external cause beyond his control. This means that there may have been unforeseen circumstances or factors that prevented him from completing his part of the project on time, despite his previous track record of meeting deadlines.

A cross-functional team is the best description for this team because it consists of members from different functional areas such as accounting, engineering, marketing, and potentially other areas. This type of team is formed to bring together individuals with diverse skills and expertise to work collaboratively on a project or task. In this case, the team is formed for new product development, which typically requires input and collaboration from multiple functional areas.

In the given options, all the decision-making styles mentioned in class are Conceptual, Analytic, and Directive. However, Egotistical is not mentioned as one of the decision-making styles. This suggests that Egotistical is the correct answer as it is the only option that is not included in the list of decision-making styles discussed in class.

Managers need to be aware of how different people perceive the world around them because perception is shaped by personality. By understanding this, managers can customize their reactions and responses to each individual they interact with. This allows them to effectively communicate and motivate their employees, as well as address any conflicts or issues that may arise. By acknowledging and responding to the different perspectives and perceptions of their team members, managers can create a more inclusive and productive work environment.

Programmed decisions are commonly overlooked in most organizations because they are usually done through routines. This means that these decisions are repetitive and can be easily automated or delegated to lower-level employees. Since they are routine and predictable, organizations may not give them much attention or consideration. Additionally, programmed decisions are often less important compared to non-programmed decisions, which require more analysis and judgment. Therefore, organizations tend to focus more on non-programmed decisions, leading to the oversight of programmed decisions.

The main insight from the discussion is that not all groups can be considered as teams. While there may be similarities between groups and teams, they are not the same thing. This suggests that there are certain characteristics or dynamics that differentiate a team from a group. Therefore, the correct answer is "Not all groups are teams."

Team processes and team design are both important factors to consider when trying to understand how teams function. However, design problems can have a greater impact on a team's efficacy, even in teams that do not have process problems. This means that even if a team has effective processes in place, if there are design flaws or issues, it can still hinder the team's overall effectiveness. Therefore, it is crucial to not only monitor team processes but also pay attention to team design in order to ensure optimal team performance.

The given answer is False. This means that the statement discussed in class, which claims that scientific evidence proves women are better managers than men, is not true. The explanation for this answer could be that while there may be studies and evidence suggesting that women possess certain qualities that make them effective managers, it is not accurate or fair to make a blanket statement that women are universally better managers than men. Management skills and abilities can vary greatly among individuals, regardless of gender.

The reason behind the lack of job efficacy portrayed by Peter Gibbons in the movie "Office Space" is low job satisfaction. This can be inferred from the fact that Peter appears disengaged and unmotivated in his job, showing signs of dissatisfaction and a lack of interest in his work. This is further supported by his actions, such as his disinterest in attending work and his desire to do as little as possible. Low job satisfaction can greatly affect an individual's performance and productivity in their job.

Cognitive dissonance refers to the psychological discomfort that arises when an individual holds conflicting beliefs, attitudes, or values. In this scenario, the executive values both profits and the environment, but the action of dumping waste in the river goes against their environmental values. This creates a state of cognitive dissonance as the executive experiences tension and discomfort due to the conflict between their values and the action they are considering.

When someone is paying disproportionate attention to certain parts of the information, it indicates that they are exhibiting selectivity bias. This bias refers to the tendency to focus on specific details or aspects while ignoring others, which can lead to a distorted perception or understanding of the overall situation.

The correct answer is "Be aware regarding possible different perceptions/understandings that your interlocutor might have when answering your questions." This is the main lesson of the clip because the comedy sketch highlights the confusion and misunderstandings that can arise from miscommunication. The characters in the sketch have different interpretations of the same words, leading to a humorous and exaggerated conversation. The lesson is to be aware that people may have different understandings or perceptions, and to clarify and seek further understanding to avoid miscommunication.

The correct answer suggests that both norms and defiance are essential for the long-term efficacy of a team. Norms provide structure and guidelines for team members, while defiance challenges these norms and can lead to innovation and growth. A balance between the two is necessary to ensure that the team maintains its effectiveness over time.

The correct answer is that a strong decision maker may be needed to avoid diffusion of responsibility. This conclusion is based on the clip from the movie Apollo 13 that was shown in class. In the clip, it was evident that having a strong decision maker was necessary to ensure that responsibility was not diffused among the group. This suggests that in certain situations, group decision making may not always help avoid diffusion of responsibility, and instead, a strong decision maker is required.

Equity theory suggests that when individuals perceive inequity in the workplace, they are motivated to restore balance. In this case, Jenny feels unfairly treated because she found out that John, who joined at the same time as her, is earning more for the same job. To reduce her negative feelings, Jenny could ask her boss for a raise, compare herself to someone else to gain perspective, or any combination of these actions. However, taking shorter breaks is not a recommended action to address the issue of inequity in pay.

In this scenario, Bob, the regional sales manager, is already considering the merits of specific computers for his sales team. This indicates that he has already identified the problem (the need for computers) and is now in the stage of analyzing different alternatives (specific computers) to address this problem. Therefore, he is in the stage of analysis of alternatives in the rational decision-making process.

Organization commitment refers to the extent to which employees identify with and are dedicated to their organization. This attitude can greatly influence how individuals behave in the workplace, as those who are highly committed to their organization are more likely to go above and beyond their job requirements and exhibit positive behaviors that benefit the organization, known as Organizational Citizenship Behavior (OCB). Job satisfaction and job involvement are related concepts, but they do not specifically address the extent of identification with the organization.

Self-monitoring is not a shortcut used to make attributions. Self-monitoring refers to the ability of individuals to regulate and control their behavior in different social situations. It is not directly related to making attributions about organizational events. On the other hand, the halo effect, stereotyping, and selectivity are all cognitive shortcuts that individuals use to make attributions. The halo effect refers to the tendency to generalize positive or negative traits about a person or organization based on one characteristic or event. Stereotyping involves categorizing individuals or groups based on preconceived notions or assumptions. Selectivity refers to the tendency to selectively perceive and interpret information based on preexisting beliefs or biases.

The employees' skepticism about Angie's ability to deliver on the promised raises indicates that their sense of instrumentality, or the belief that their increased effort will result in the desired outcome, is not very strong. They doubt that their higher productivity will actually lead to the raises they have been promised.

The phrase "The highway is usually very busy" represents John's cognitive component of his attitude toward driving home. This component relates to his beliefs, thoughts, and knowledge about the highway being busy at 5 P.M. It reflects his perception and understanding of the situation, which influences his decision to wait until 7 P.M. to drive home.

The path-goal theory is a contingency model of leadership that advocates matching leadership style to characteristics of the situation the leader faces. This means that the effectiveness of a leader's behavior depends on the specific circumstances and the needs of their followers. By understanding and applying the path-goal theory, Brooke can adapt her leadership style to best support and motivate her team members in the night shift at the nursing home.

Transformational leadership is not about simply guiding or motivating followers towards established goals. It goes beyond that by inspiring and empowering followers to achieve their full potential and surpass their own expectations. This leadership style involves creating a vision, fostering innovation and creativity, and promoting a sense of purpose and belonging among followers. Therefore, the given statement is false.

The research suggests that while age may play a role in the development of an individual's transformational leadership ability, it is not the sole determining factor. Instead, the research indicates that this ability is largely innate, meaning it is inherent or naturally present in individuals. Therefore, the correct answer is false, as the statement implies that age is the primary factor in the development of transformational leadership ability, which is not supported by the research.

Negative reinforcement is the correct answer because the boss is promising to remove a past written reprimand, which is an unpleasant consequence, if the employee is on time for work. This removal of the reprimand serves as a reinforcement to encourage the desired behavior of being on time.

The reason for not following the Rational Decision Making Process (RDMP) is that you may not have the time or resources required to go through the entire process. The RDMP involves gathering information, evaluating alternatives, and considering the consequences before making a decision. However, in certain situations, such as time constraints or limited resources, it may not be feasible to follow this process. In such cases, individuals may need to make decisions quickly or with limited information, deviating from the RDMP.

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The statement is false because filtering of organizational communications primarily occurs in downward communications, not upward communications. Filtering refers to the intentional distortion or withholding of information as it is passed through different levels of the organizational hierarchy. In upward communication, employees may filter information to present a more positive or favorable image to their superiors. However, in downward communication, managers may filter information to control the flow of information and maintain power and authority. Therefore, the correct answer is false.

Henderson, the factory manager discussed in class, is described as both a transactional leader and a manager but not a transformational leader. This means that Henderson focuses on maintaining the status quo, ensuring tasks are completed efficiently and effectively, and providing rewards or punishments based on performance. However, he lacks the ability to inspire and motivate his team towards a shared vision or goals, which is a characteristic of transformational leaders. Therefore, the correct answer is that Henderson is a transactional leader but not a transformational leader, and he is also a manager.

The disagreement between the Cobra managers regarding whether to enter the Canadian market highlights the ambiguity in most real-life decision-making situations. The managers have different interpretations of Auto-Vite's bankruptcy, with some believing it was due to poor management and others seeing it as a sign of a troubled market. This lack of clear and definitive information makes it difficult for either side to present convincing data to support their view. In real-life decision-making, ambiguity often exists, and it requires careful analysis and judgment to navigate through uncertain situations.

Goal-setting theory emphasizes the importance of setting difficult and specific goals, making the goals public, and involving individuals in the goal-setting process. However, it does not specifically recommend emphasizing the reward for achieving the goal. This is because goal-setting theory focuses more on the intrinsic motivation that comes from setting and achieving goals, rather than relying on external rewards. By setting challenging and specific goals, making them public, and involving individuals in the process, goal-setting theory aims to enhance motivation and performance.

Personally addressed written communication has the lowest information richness because it lacks the nonverbal cues and immediate feedback that are present in face-to-face conversation and telephone conversation. In written communication, the sender cannot convey tone of voice, facial expressions, or body language, which can lead to misinterpretation or misunderstanding. Additionally, there is a delay in receiving a response, unlike in face-to-face or telephone conversation where feedback is immediate. Therefore, personally addressed written communication is less effective in conveying rich and nuanced information compared to the other options listed.

Moderate levels of relationship-oriented conflict can actually be detrimental to group performance. While some level of conflict can stimulate creativity and innovation, too much conflict can lead to decreased trust, communication breakdowns, and decreased cooperation among group members. It is important for groups to find a balance between task-oriented conflict (which can be beneficial) and relationship-oriented conflict (which can be harmful). Therefore, the statement that moderate levels of relationship-oriented conflict are often conducive to high levels of group performance is false.

Being a team leader is likely to be more challenging than being a leader of a larger, less structured set of people because team leaders have to handle additional activities. These activities include being a liaison with external constituencies and regulating conflict within the group, setting clear goals and ensuring they are met, and designing reward and punishment systems to prevent free-riding. Therefore, the correct answer is "All of the above."