Ob Exam4

39 Questions | Total Attempts: 248

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Ob Exam4

Last test! oh yeah!


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Questions and Answers
  • 1. 
    Which of the following is a characteristic of people with an assertive communication style? 
    • A. 

      Slumped posture

    • B. 

      Threatening gestures

    • C. 

      Glaring eye contact

    • D. 

      The use of "I" and cooperative "we" statements

    • E. 

      Swear words and abusive language

  • 2. 
    A(n) _____ communication style is expressive and self-enhancing, but takes unfair advantage of others. 
    • A. 

      Nonassertive

    • B. 

      Assertive

    • C. 

      Reasons

    • D. 

      Aggressive

    • E. 

      Results

  • 3. 
    Which of the following is true regarding touch as a source of nonverbal communication? 
    • A. 

      Men touch more during conversations than do women.

    • B. 

      Men and women have the same interpretations of touch during conversations.

    • C. 

      People tend to touch those they like.

    • D. 

      Norms about touching are remarkably similar across cultures.

    • E. 

      Men and women tend to do equivalent amounts of touching during conversations.

  • 4. 
    Which of the following action interferes with effective communication? 
    • A. 

      Speaking too quickly.

    • B. 

      Leaning toward the speaker.

    • C. 

      Smiling and showing animation.

    • D. 

      Maintaining eye contact.

    • E. 

      Occasionally nodding the head in agreement.

  • 5. 
    _____ is the exchange of information from subordinates to managers. 
    • A. 

      Upward communication

    • B. 

      The grapevine

    • C. 

      Downward communication

    • D. 

      A liaison

    • E. 

      Linguistic style

  • 6. 
    Which of the following is not a formal channel of communication? 
    • A. 

      Downward communication

    • B. 

      Upward communication

    • C. 

      Horizontal communication

    • D. 

      External communication

    • E. 

      Management by walking around

  • 7. 
    • A. 

      It is slower than normal channels.

    • B. 

      It provides employees with very little on-the-job information.

    • C. 

      It is about 75% accurate.

    • D. 

      It most often follows a gossip pattern.

    • E. 

      Managers should try to eliminate it.

  • 8. 
    With regard to the contingency perspective for choosing media, richness of information is gauged by how ____. 
    • A. 

      Emotionally laden the information is

    • B. 

      Much new understanding it can carry

    • C. 

      Personally relevant it is to the sender

    • D. 

      Valuable the information is to the receiver

    • E. 

      Difficult the information is to decode

  • 9. 
    Announcing a large layoff with a routine memo is an example of ____. 
    • A. 

      . using feedback to check comprehension

    • B. 

      Decoding a message inaccurately

    • C. 

      Using an inappropriate encoding method

    • D. 

      A mismatch between the medium and the message

    • E. 

      Inferring an unintended meaning

  • 10. 
    According to the contingency model for selecting media, which of the following choices falls into the overload zone? 
    • A. 

      The Impersonal Static medium for a high-complexity problem.

    • B. 

      The face-to-face medium for a high-complexity problem.

    • C. 

      The Interactive media for a low-complexity problem.

    • D. 

      The Impersonal Static medium for a low-complexity problem.

    • E. 

      The Personal Static medium for a high-complexity problem

  • 11. 
    As director of compensation at a large manufacturing firm, it's your responsibility to see that employees are properly compensated according to a biweekly time schedule. Many of your employees choose to have their pay checks automatically deposited into their designated bank accounts. However, it's still necessary to inform these workers that their pay has been properly deposited. What's the best way to convey this information? 
    • A. 

      Face to face

    • B. 

      Telephone

    • C. 

      Interactive media

    • D. 

      Personal Static media

    • E. 

      Impersonal Static media

  • 12. 
    As a result of a recent merger with another organization, a portion of the combined workforce will be laid off. As director of Human Resources, it's your job to communicate this difficult news to the affected employees. Although the organization is offering a substantial severance package, this news will be hard to deliver since it greatly impacts the lives of those being discharged. Your goal is to convey this information so that it causes the least amount of harm possible to employees' self-esteem while, if possible, maintaining a positive image of the organization. Which is the most appropriate communication medium to use in this situation? 
    • A. 

      Face to face

    • B. 

      Telephone

    • C. 

      Interactive media

    • D. 

      Personal Static media

    • E. 

      Impersonal Static media

  • 13. 
    You are employed as benefits director at a large academic institution. Currently, university employees are allowed to change their health insurance carrier, without penalty, on an annual basis. However, this policy has generated numerous complaints by university employees. They would like the freedom to change insurance carriers on a more frequent basis. After much negotiation with the state Health Care Authority and university administration, you have received permission to alter the time frame. From now on, employees will be given the option to change insurance companies on a six-month cycle. Your task now is to communicate this change to the 5,000 workers employed by the university. What's the best communication medium in this situation? 
    • A. 

      Face to face

    • B. 

      Telephone

    • C. 

      Interactive media

    • D. 

      Personal Static media

    • E. 

      Impersonal Static media

  • 14. 
    _____ is a work practice in which an employee does part of his or her job in a remote location using a variety of information technologies. 
    • A. 

      Telecommuting

    • B. 

      Videoconferencing

    • C. 

      Collaborative computing

    • D. 

      Electronic mail

    • E. 

      Extranet

  • 15. 
    One of the biggest drawbacks to telecommuting is:
    • A. 

      Lack of promotions

    • B. 

      Costs to the organization

    • C. 

      Rehire time

    • D. 

      Turnover

    • E. 

      Lack of productivity

  • 16. 
    _____ is defined as a process whereby an individual influences others to achieve a common goal
    • A. 

      Leadership

    • B. 

      Management

    • C. 

      Power

    • D. 

      Socialization

    • E. 

      Mentoring

  • 17. 
    Which of the following is the correct evolutionary sequence of leadership theories? 
    • A. 

      Behavioral, contingency, transformational

    • B. 

      Transformational, behavioral, situational.

    • C. 

      Situational, trait, behavioral.

    • D. 

      Behavioral, situational, trait.

    • E. 

      Trait, situational, behavioral.

  • 18. 
    Which of the following is a characteristic of leaders? 
    • A. 

      Administering

    • B. 

      Maintaining.

    • C. 

      Inspiring.

    • D. 

      Controlling.

    • E. 

      Taking a short-term view.

  • 19. 
    Which of the following is a characteristic of managers? 
    • A. 

      Developing

    • B. 

      Inspiring

    • C. 

      Taking a long-term view

    • D. 

      Organizing

    • E. 

      Innovation

  • 20. 
    Contemporary trait research suggests that leaders posses which of the following traits? 
    • A. 

      Determination

    • B. 

      Honesty

    • C. 

      Self-confidence

    • D. 

      Intelligence

    • E. 

      All of the above

  • 21. 
    What is not a takeaway message from trait theory? 
    • A. 

      Traits have no effect on how we perceive leaders.

    • B. 

      Organizations may want to include personality and trait assessments into their selection and promotion process.

    • C. 

      Management development programs can be used to enhance employees' leadership traits.

    • D. 

      Intelligence is a positive leadership trait.

    • E. 

      Corruption is a negative leadership trait.

  • 22. 
    Initiating structure involves leader behavior associated with ____. 
    • A. 

      Creating mutual trust and respect

    • B. 

      Communicating vision

    • C. 

      Building employees' self-esteem and self-efficacy

    • D. 

      Participative management and employee empowerment

    • E. 

      Organizing and defining what followers should be doing

  • 23. 
    Consideration involves leader behavior associated with ____. 
    • A. 

      Creating mutual trust and respect

    • B. 

      Communicating vision

    • C. 

      Building employees' self-esteem and self-efficacy

    • D. 

      Participative management and employee empowerment

    • E. 

      Organizing and defining what followers should be doing

  • 24. 
    According to the _____ theories of leadership, leadership is something that is learned. In other words, leaders are made, not born. 
    • A. 

      Behavioral styles

    • B. 

      Servant

    • C. 

      Trait

    • D. 

      Situational

    • E. 

      Attribute

  • 25. 
    According to _____ leaders have one dominant leadership style that is resistant to change - either task motivated or relationship motivated. 
    • A. 

      Graen's leader-member exchange model

    • B. 

      Hersey and Blanchard's situational leadership theory

    • C. 

      House's path-goal theory

    • D. 

      Fiedler's contingency model

    • E. 

      Stogdill's trait theory

  • 26. 
    According to Fiedler's contingency model, _____ is an important component of situational control. 
    • A. 

      Task structure

    • B. 

      Follower's ability

    • C. 

      Leader-organization relations

    • D. 

      Interpersonal power

    • E. 

      Follower's motivation

  • 27. 
    According to Fiedler's Contingency Model, _____ refers to the extent to which the leader has the support, loyalty, and trust of the work group. 
    • A. 

      Initiating structure

    • B. 

      Leader-member exchange

    • C. 

      Task structure

    • D. 

      Leader-member relations

    • E. 

      Position power

  • 28. 
    According to Fiedler's Contingency Model, _____ refers to the degree of pre-arrangement contained within duties performed by the work group. 
    • A. 

      Consideration

    • B. 

      Leader-member exchange

    • C. 

      Task structure

    • D. 

      Leader-member relations

    • E. 

      Position power

  • 29. 
    Carol Collins supervises a group of eight bank tellers. Since bank tellers handle large sums of money as part of their job, they are required to follow strict guidelines regarding banking procedures. Carol recently transferred to this bank branch and was surprised to find the tellers were disgruntled with many aspects of their jobs. The tellers were dissatisfied with pay levels, benefits, mandatory overtime policies, and other aspects of their work environment. Carol's predecessor knew of the tellers' dissatisfaction, but did nothing to address the situation. Since Carol's predecessor ignored their concerns, the tellers expect Carol to behave in a similar manner. As a result, Carol has entered a situation characterized by dissatisfaction, discontent, and mistrust. On the positive side, Carol does have significant authority in her supervisory capacity. She is responsible for hiring and dismissing (assuming just cause) employees, determining the distribution of salary increases, and other administrative functions. According to Fiedler's Contingency Model, a(n) _____ leader is most appropriate in these circumstances. 
    • A. 

      Achievement-oriented

    • B. 

      Charismatic

    • C. 

      Task-motivated

    • D. 

      Relationship-motivated

    • E. 

      Servant

  • 30. 
    Jim is the daytime supervisor for an automobile assembly line. The 45 people he supervises perform jobs that are relatively routine and require minimal training. The shop is unionized, so Jim has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the assembly line. Jim has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Jim generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's Contingency Model, a(n) ____ leader is most appropriate in these circumstances. 
    • A. 

      Achievement-oriented

    • B. 

      Charismatic

    • C. 

      Task-motivated

    • D. 

      Relationship-motivated

    • E. 

      Servant

  • 31. 
    A key managerial implication of path-goal theory is that ____. 
    • A. 

      Managers should be trained to improve leader-member relations

    • B. 

      Organizational effectiveness can be enhanced by appropriately matching leaders with situations

    • C. 

      Managers should use the leadership style demanded by the situation

    • D. 

      Managers need to give employees ample opportunity to prove themselves

    • E. 

      Managers should consciously try to expand their in-groups

  • 32. 
    _____ leadership represents a general failure to take responsibility for leading. 
    • A. 

      Transactional

    • B. 

      Transformational

    • C. 

      Laissez-faire

    • D. 

      Trait

    • E. 

      Contingency

  • 33. 
    According to the _____ approach to leadership, leaders produce organizational change and results because they transform employees to pursue organizational goals over self-interests
    • A. 

      trait

    • B. 

      Contingency

    • C. 

      Path-goal

    • D. 

      Leader-member exchange

    • E. 

      Transformational

  • 34. 
    Two underlying characteristics of _____ leadership are (1) leaders focus on clarifying employees' role and task requirements and (2) leaders provide followers with positive and negative rewards contingent on performance. 
    • A. 

      Transformational

    • B. 

      Trait

    • C. 

      In-group

    • D. 

      Transactional

    • E. 

      Out-group

  • 35. 
    Transformational leaders transform followers by creating changes in their ____. 
    • A. 

      Goals, beliefs, and aspiration

    • B. 

      Personal appearance

    • C. 

      Hygiene

    • D. 

      Education

    • E. 

      Organizational commitment

  • 36. 
    Research on transformational leadership yielded which of the following? 
    • A. 

      Transformational leadership was negatively related to employee motivation.

    • B. 

      Transformational leadership was negatively related to intrinsic motivation.

    • C. 

      Followers of transformational leaders exerted less effort than those of laissez-faire leaders.

    • D. 

      Followers of transformational leaders reported less job satisfaction than those of laissez-faire leaders

    • E. 

      Transformational leadership was positively related to organizational performance.

  • 37. 
    According to the _____ model of leadership, leaders develop unique one-to-one relationships with each of the people reporting to them. 
    • A. 

      Trait

    • B. 

      Contingency

    • C. 

      Path-goal

    • D. 

      Leader-member exchange

    • E. 

      Charismatic

  • 38. 
    According to the leader-member exchange model of leadership, in-group exchanges are characterized by mutual ____. 
    • A. 

      Need for power

    • B. 

      Trust

    • C. 

      Need for achievement

    • D. 

      Dislike

    • E. 

      Transactions

  • 39. 
    Which of the following is true regarding leader-member exchanges? 
    • A. 

      New employees should withhold their loyalty, support, and cooperativeness from their manager.

    • B. 

      Out-group members have no choice but to quit the organization.

    • C. 

      Positive leader-member exchanges were positively associated with job performance.

    • D. 

      Managers need to give employees ample opportunity to prove themselves.

    • E. 

      Managers should consciously try to decrease the number of members in the in-group.