Questions and Answers of Managing Organizational Behaviour In Canada

The innovation process is not complete until __________ has occurred. (a) idea creation (b) invention (c) feasibility determination (d) final application
Innovative organizations are characterized by having ________.(a) strong hands-on management (b) a tolerance for mistakes (c) strongly reinforced structures (d) strong codes of communication
Refreezing ensures __________.(a) the organization returns to the original processes (b) stops the change processes from going any further (c) allows reviewing and improvements (d) allows management
What should a manager do when forces for unplanned change appear?
What internal and external forces necessitate change in organizations?
What does the “boiled frog phenomenon” tell us about organizational change?
What are the major reasons for resistance to change and the most likely methods for dealing with them?
Explain how the various bases of position and personal power do or do not apply to the classroom relationship between an instructor and student. What sources of power do students have over their
Identify and explain at least three guidelines for the acquisition by managers of (a) position power and (b) personal power.
Identify and explain at least four strategies of managerial influence. Give examples of how each strategy may or may not work when one is using influence in organizations (a) downward and (b) upward.
Define “organizational politics” and give an example of how they operate in both functional and dysfunctional ways.
When criticism is given to someone, it should be __________. (a) general and non- specific (b) given when the sender feels the need to give it (c) related to things the recipient can do something
In ___________ communication the cost is low, whereas in ___________ communication the intended message is fully received. (a) effective, electronic (b) efficient, electronic (c) electronic,
Which channel is more appropriate for sending a complex and open-ended message? (a) a face-to-face meeting (b) a written memorandum (c) an e-mail (d) a telephone call
When someone's words express one meaning and their body posture expresses something else, a(n) is occurring,(a) ethnocentric message (b) mixed message (c) semantic problem (d) status effect
Management by wandering around is a technique that can help to overcome the limitations of ___________ in the communication process. (a) status effects (b) semantics (c) physical distractions (d)
A coacting group is most likely to use a(n) __________ communication network. (a) interacting (b) decentralized (c) centralized (d) restricted
A complex problem is best dealt with by a group using a(n) __________ communication network. (a) all-channel (b) wheel (c) chain (d) linear
Although new communication technologies have the advantage of handling large amounts of information, they may also make organizational communication _____________.(a)less accessible (b) less
The physical arrangement of office furniture and its impact on communication is an issue of ____________.(a) kinesics (b) proxemics (c) semantics (d) status
In __________ communication the sender is likely to be most comfortable, whereas in __________ communication the receiver is likely to feel more informed, (a) one-way, two-way (b) top-down, bottom-up
Why is channel richness a useful concept for managers?
What place do informal communication channels have in organizations today?
Why are communications between lower and higher organizational levels sometimes filtered'
Is there a gender difference in communication styles?
After a preferred course of action has been implemented, the next step in the decision-making process is to __________. (a) recycle the process (b) look for additional problems or opportunities (c)
in a(n) __________ environment, the decision-maker deals with probabilities regarding possible courses of action and their consequences, (a) certain (b) risk (c) organized anarchy (d) uncertain
In which kind of decision environment is associative choice most likely to occur? (a) organized anarchy (b) certainty (c) risk (d) satisficing
A manager who must deal with limited information and substantial risk is most likely tomake decisions based on __________.(a) optimizing (b) classical decision theory (c) behavioural decision
A team leader who makes a decision not to launch a new product because the last newproduct launch failed is giving in to the _heuristic, (a) anchoring (b) availability (c) adjustment (d)
The five steps in the creativity process are preparation, ___________, illumination,_________, and verification, (a) extension, evaluation (b) reduction, concentration (c) adaptation, extension (d)
In Vrooms decision-making model, the choice among individual and group decisionmethods is based on criteria that include quality requirements, the availability of information, and ____________.(a)
The saying “If at first you don’t succeed, try, try again” is most associated with a decision-making tendency called ______________ (a) groupthink (b) the confirmation trap (c) escalating
One of the developments in artificial intelligence is _________ that attempt to have computers reason inductively in solving problems, (a) neural networks (b) expert systems (c) fuzzy logic (d)
Preferences for who makes decisions _________.(a) vary slightly across cultures (b) characterize individualistic cultures (c) are important only in high power distance (d) vary greatly across cultures
What are heuristics, and how can they affect individual decision-making?
What are the main differences among individual, consultative, and group decisions?
What is escalating commitment, and why is it important to be aware of it in decision-making?
What questions could a manager or team leader ask to help determine which problems should be dealt with and what priorities they should be given?
Three bases of position power are _________. (a) reward, expertise, and coercive power (b) legitimate, experience, and judgement power (c) knowledge, experience, and judgment power (d) reward,
___________is the ability to control another’s behaviour because, through the individual’s efforts, the person accepts the desirability of an offered goal and a reasonable way of achieving it.
A worker who behaves in a certain way to ensure an effective boss-subordinate relation¬ ship shows that the boss has-power, (a) expert (b) reward (c) coercive (d)approval (e) referent
When implementing a successful empowerment strategy-(a) the delegation of authority should be left ambiguous and open to individual interpretation (b) managers should stop communicating effectively
The major lesson of the Milgram experiments is that ___________.(a) Westerners are very independent and unwilling to obey (b) individuals are willing to obey as long as it does not hurt another
The range of authoritative requests that a subordinate is willing to respond to without first evaluating or judging the directives critically is called the-(a) psychological contract (b) zone of
The three basic power dimensions to ensure success are ___________.(a) upward, downward, and lateral (b) upward, downward, and oblique (c) downward, lateral, and oblique (d) downward, lateral, and
In which dimension of power and influence would a manager find the use of both position power and personal power most advantageous? (a) upward (b) lateral (c) downward (d) workflow (e) advisory
Reason, coalition, bargaining, and assertiveness are strategies for ____________.(a) increasing personal power (b) increasing position power (c) using referent power (d) using influence (e)
Negotiating the interpretation of a union contract is an example of ____________.(a) organizational politics (b) lateral relations (c) an approval relationship (d) an auditing relation (e) unethical
Explain why a large firm could not use a simple structure.
Explain the deployment of IT and its uses in organizations.
Describe the effect that operations technology has on an organization from both Thompsons and Woodwards points of view.
What are the three mam determinants of environmental complexity?
Culture concerns all of the following except _________. (a) the concepts shared by all members of a firm (b) acquired capabilities (c) the personality of the leader (d) the beliefs of members (e)
The three levels of cultural analysis that are highlighted in the text are ____________. (a) observable culture, shared values, and common assumptions(b) stories, rites, and rituals(c) symbols,
External adaptation concerns_. (a) the unproven beliefs of senior executives (b) the process of responding to outside forces (c) the vision of the founder (d) the processes working together (e)
Internal integration concerns __________. (a) the process of deciding the collective identity and how members will live together (b) the total daily life of members as they see and describe it (c)
When Japanese workers start each day with the company song, this is an example of a(n) ___________. (a) symbol (b) myth (c) underlying assumption (d) ritual (e) saga
___________ is a sense of broader purpose that workers put into their tasks as a result of interactions with each other, (a) A rite (b) A cultural symbol (c) A foundation myth (d) A shared meaning
The story of a corporate turnaround thanks to the efforts of a visionary manager is an example of a(n) __________.(a) saga(b) foundation myth(c) internal integration (d) latent cultural artifact(e)
OD is designed primarily to improve __________. (a) the overall effectiveness of an organization (b) intergroup relations (c) synergy (d) the planned-change process (e) group dynamics
The three stages in the OD process are _________. (a) data collection, intervention, and evaluation (b) diagnosis, intervention, and reinforcement (c) intervention, application, and innovation (d)
OD is planned change plus __________. (a) evaluation (b) intervention (c) the ability for self-renewal (d) any future changes that may occur (e) reinforcement
Describe Taylor Coxs five steps for helping generate a multicultural organization or pluralistic company culture.
List the three aspects that help individuals and groups work together effectively and illustrate them with examples.
Give an example of how cultural rules and roles affect the atmosphere in a university or college classroom. Provide specific examples from your own perspective.
What are the major elements of a strong corporate culture?
“Leadership is central, and other variables are less important” best describes ________ theories,(a) trait and behavioural(b) attribution(c) situational contingency(d) substitutes for leadership
Trait and behavioural approaches assume that traits and behaviours are ____________.(a) as important as other variables(b) more important than other variables(c) caused by other variables(d) symbolic
A comparison of leadership and management would find that __________.(a) leadership promotes stability, and management promotes change (b) leadership promotes change, and management promotes
The earliest theory of leadership stated that individuals become leaders by ____________.(a) the behaviour of those they lead (b) the traits they possess (c) the particular situation in which they
In Fiedlers contingency theory the three situational control variables are leader-member relations, task structure, and __________.(a) command power(b) position power (c) discretionary power(d)
Which leadership theory argues that a leaders key function is to act in ways that provide what is missing in the work setting? (a) trait (b) behavioural (c) path-goal (d) multiple influence
A leadership prototype ________.(a) is useful primarily for selection and training(b) uses LPC as an important component(c) is the image of a model leader(d) emphasizes leadership skills
Conger and Kanungo’s model emphasizes all of the following except _________.(a) active management by exception(b) vision articulation(c) environmental sensitivity(d) unconventional behaviour
Leadership of self-directing teams ___________(a) emphasizes charisma (b) emphasizes team-member empowerment (c) emphasizes leader traits (d) has been replaced by technology
Leadership of high-performance organizations_(a) uses traditional, new, and self-directing perspectives (b) uses only a self-directing perspective (c) has largely been replaced (d) is very autocratic
Define leadership and contrast it with management.
Discuss the application of the trait and behaviour approaches in leadership.
Discuss the application of situational contingency approaches in leadership.
Compare and contrast traditional leadership and the new leadership.
A group could have difficulty becoming a high-performance team if it has __________.(a) specific performance objectives (b) high creativity (c) a poor mix of membership skills (d) strong core values
The team-building process can best be described as being ____________. (a) participative (b) based on data (c) oriented toward action (d) all of these
When a new team member has questions such as “Will I be able to influence what takes place?” the team member is actually worried about __________.(a) relationships (b) goals(c) processes(d)
A person who is facing an ethical dilemma that involves differences between personal values and team expectations is experiencing __________ conflict,(a) person-role (b) intrasender role(c)
The statement “On our team, people always try to do their best” is an example of a(n) __________ norm, (a) support and helpfulness (b) high-achievement (c) organizational pride (d) organizational
Highly cohesive teams tend to __________.(a) be bad for organizations (b) be good for their members (c) have more social loafing among members (d) have greater membership turnover
One way of increasing team cohesiveness is to __________.(a) make the group bigger(b) increase membership diversity (c) isolate the group from others (d) relax performance pressures
Self-managing teams _________. (a) reduce the number of different job tasks that members need to master (b) largely eliminate the need for a traditional supervisor (c) rely heavily on outside
Which statement about self-managing teams is correct? (a) They can improve performance but not satisfaction, (b) They should have limited decision-making authority (c) They should operate without any
Collective accountability for results is essential for a true team.
Team-building should only be done in a formal retreat with the help of an outside con¬ sultant.
Team members work best with role ambiguity and unclear expectations.
Role overload is bad; role underload is good.
The only norm that is really important to team success is the performance norm.
A quality circle is an example of an employee involvement team.
What makes virtual teams unique is that they work well for all tasks and in all situations.
Through multiskilling, members of self-managing teams become capable of switching job tasks.
Diversity in team membership can be a valuable performance asset.
In any team, only the formal leader should have task leadership behaviours.

Showing 100 - 200 of 673