Jour 298: Exam 2 covers Chapters 6-10, focusing on leadership styles and decision-making processes. It evaluates understanding of different leadership impacts, such as autocratic and democratic, and their effectiveness in various scenarios like large groups and member satisfaction.
When the task is fairly simple
When an immediate decision is needed
When group agreement is not required for implementation
When reduced resistance to change is needed
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Autocratic
Democratic
Laissez-faire
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Autocratic
Democratic
Laissez-faire
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Autocratic
Democratic
Laissez-faire
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Group hostility and discontent.
Too much dependence on the leader.
Time-consuming.
Limited acceptance of decisions by members of the group.
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After a person has led a group, there are still some things he or she can do to achieve more complete success.
There are certain roles that must be performed if groups are to be successful.
There are certain qualities a person must have in order to become a successful leader.
Psychological aspects of leadership must be considered when selecting a leader.
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Blocking
Opinion giving
Gatekeeping
Elaborating
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Certain roles must be performed if a group is to be successful.
Leaders are likely to be trait-oriented, functionally trained, and inwardly motivated.
Leaders should perform task and maintenance roles, and guard the group against nonfunctional members.
Leaders can be classified as autocratic, democratic, and laissez-faire.
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R. A Stogdill.
Fred Fiedler.
K. H. Blanchard.
Robert House.
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The group is very large.
Time for a decision is short.
Tasks are fairly complicated.
Group agreement is not required.
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Delegating
Participating
Telling
Selling or coaching
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Democratic
Situational contingency
Situational
Transformational
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Situational contingency theory.
Trait theory
Situational theory
Three dimension theory
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Seat the nonfunctional group member beside you.
Engage in direct eye contact with the individual.
Ask, “Is that correct?” after summarizing his comments.
All of the above.
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Empathic listening
Commitment and preparation
Open-mindedness
Flexibility
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Empathic
Critical
Passive
Active
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1 Million
400,000
2.4 Million
1.8 Million
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They are perceived as less competent.
They are less likely to be offered an interview.
Their status and pay is no different than that of less anxious people.
They experience less job satisfaction.
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Basically, all speakers experience trait anxiety.
Careful preparation and practice is a successful method of managing trait anxiety.
Trait anxiety is easier than other types of anxiety to overcome.
Positive imagery is a successful method of managing trait anxiety.
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The North Atlantic Treaty Organization as NATO.
The first step..., the second step..., and so on.
That today's task is identical to yesterday's task except for one additional step.
the letters used to represent each comer of a square.
All of the above.
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Mentally think through your speech on the way to the room where you will give it.
Pretend that the anxiety does not exist.
Discreetly partake of a small portion of vodka or rum.
Prepare and practice your presentation carefully.
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Begin with simple, easy-to-understand words.
Begin with simple comparisons.
Begin with an overall picture.
Begin with specific explanations.
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Videoconferencing results in the show of less emotion and less conflict during meetings.
Status differences are less noticeable in a videoconference.
Videoconferences cause a high level of participant anxiety.
Videoconference meetings are shorter than face-to-face meetings.
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Email messages are not private.
Email messages do not require careful choice of words.
Email messages may live for up to 5 years in someone's computer memory.
Email enhances creativity.
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Blogs are better than one-way communication.
Blogs are a way to provide information about new products and ideas.
Blogs are currently viewed as a major marketing tool by many Fortune 500 companies.
Blogs help companies to deal with “blog swarm” by affording quick responses.
Learning to relax using deep muscle relaxation and breathing.
Identifying irrational self-talk that produces speaker anxiety.
Developing alternative coping statements.
Identifying reasonable speaking goals.
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Unlawful interview questions.
Sexual harassment cases.
Plagiarism cases.
Free speech on blogs.
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The victim must be of the opposite sex.
The harasser’s conduct must be unwelcome.
Unlawful sexual harassment may occur without economic injury.
The harasser can be the victim’s co-worker.
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Quid pro quo has occurred.
The manager used the wrong sensory channel to convey the message.
Cognitive structuring has occurred.
Bypassing has occurred.
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Avoid repetition.
Use jargon and technical terms to make the instructions clear.
Use a minimum number of words
All of the above.
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Skills training
Systematic sensitization
Affective restructuring
Positive visualization
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Increased access to information
Access to detailed records
Avoiding playing phone tag
Communicating with several people at once
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Difficulty being concise
Bad hand shake
Failure to look at the interviewer when conversing
Lack of interest and enthusiasm
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Rapport, orientation, and motivation
Rapport, discussion, and follow-up
Greetings, discussion, and follow-up
Introductions, rapport, and motivation
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Ask the candidate openly if he or she is trying to hide something.
Ask a series of open-ended questions that allow flexibility in responding to areas that might be related to the problem.
Check his or her references and ask them if they know of something that the candidate might be hiding.
Simply ignore the situation and depend on your personal judgment as to whether to hire the candidate.
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Hypothetical open question
Specific question
Leading question
Closed question
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Least-used method of organizing an interview.
Fastest way to interview.
Best way to find out information about the respondent.
Best way to motivate shy or reluctant persons.
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Open or third person
Loaded or leading
Open or hypothetical open
Direct or closed
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"Tell me about your experience in sales."
"How many hours do you have in your major field of study?"
"Which do you enjoy the most--working on your own or working under close supervision?"
"Do you still arrive late to most meetings?"
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Funnel sequence
Inverted funnel sequence
Neither of the available choices
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Funnel sequence
Inverted funnel sequence
Neither of the available choices
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"You want the kind of job that gets you more money, don't you?"
"We are looking for creative people here. What do you have to offer?"
"Do you think all employees should receive raises?"
"I don't think you have been working up to your potential. What do you think?"
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Begin with specific or closed questions and move to open or hypothetical open questions.
Begin with specific questions and end with specific questions.
Begin with open or hypothetical open questions and move to specific or closed questions.
Begin with open questions and end with open or hypothetical open questions.
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Rapport
Orientation
Motivation
Closing
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Loaded
Third-person
Open
Closed
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Are one of the least often used.
Are recommended before going on actual interviews.
Take approximately 30 minutes.
Are most effective when detailed notes are taken.
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Employment
Grievance
Group
Counseling
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Always try to speak first so that they will be eager and participatory.
Speak to the interviewer who asked the question.
Make their answers direct and brief.
All of the above.
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