MGT 312 MGT312.doc

MGT/312 ORGANIZATIONAL BEHAVIOR FOR

MANAGERS

The Latest Version A+ Study Guide

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Concepts Mastery Questions

The four functions

of management100%

1

2

3

The role of

organizational

behavior

100%

4

5

6

The nature of

personality and the

Big Five

personality traits

100%

7

8

9

Personality traits

that are relevant to

organizational

behavior

100%

10

11

12

The impact of

ability on

performance

100%

13

14

15

Concept: The four functions of management

Mastery 100%Questions

Materials on the concept

Managerial Functions

Organizing

Leading

Controlling

1.

One of the four managerial functions involves grouping employees into departments and

teams according to their skills and capabilities. This grouping is done to ensure that

cooperation and communication are optimized for the accomplishment of organizational

goals. Identify this managerial function.

A.

Planning

B.

Organizing

C.

Controlling

D.

Leading

2.

When managers play the role of coach or mentor, which managerial function are they

primarily performing?

A.

Organizing

B.

Planning

C.

Leading

D.

Controlling

3.

Daniel is a project manager at Portrait Inc., an advertising agency. His eight-member-team is

currently working on a new campaign, but it fails to meet its deadline. With the various

organizational behavior tools at his disposal, Daniel is able to identify that the cause for the

team's failure was its inability to work together. To correct this situation, Daniel divides the

team into pairs of workers and assigns each pair a different and more specific task. In this

scenario, which managerial function is Daniel primarily performing?

A.

Planning

B.

Mediating

C.

Organizing

D.

Controlling

Concept: The role of organizational behavior



What Is Organizational Behavior?

The Nature of Organizational Behavior

4.

What is true about the nature of organizational behavior?

A.

It studies how organizations respond to people and situations.

B.

It is entirely based on intuition and instinct.

C.

It focuses exclusively on the behavior of employees at senior levels of management.

D.

It is examined at two main levels: the organization and the social structure in which the

organization exists.

5.

Organizational behavior provides guidelines for managing behavior on the basis of:

A.

intuitions.

B.

feelings.

C.

theories.

D.

assumptions.

6.

Which of the following questions does organizational behavior best help answer?

A.

Why are people introverted or extroverted?

B.

Why do some people do well on their jobs while others don’t?

C.

Why do some people develop mental health problems while others don’t?

D.

Why do some people have high intellectual ability while others don’t?

Concept: The nature of personality and the Big

Five personality traits



The Nature of Personality

Individual Differences: Personality and Ability

The Big Five Model of Personality

Neuroticism

7.

Identify an accurate statement about the nature of personality.

A.

Personality is not changeable.

B.

Personality does not influence a person’s career choice and job satisfaction.

C.

Personality reflects the regular patterns of a person’s behavior.

D.

Personality is completely determined by nature.

8.

A collection of specific components that describes how a person generally feels, thinks, and

behaves is known as a(n):

A.

trait.

B.

instinct.

C.

complexion.

D.

contingency.

9.

Derek is a highly-valued employee at his company. His bosses are delighted with his

performance and believe that he is highly reliable. However, Derek's coworkers think that he

puts too much pressure on himself. He is always stressed and has sleepless nights due to

constant worry that his work is not good enough. In addition, he prefers to spend all his time

at his desk in office and does not interact with anyone. In this scenario, which trait of the Big

Five model of personality is Derek most likely high on?

A.

Extraversion

B.

Neuroticism

C.

Agreeableness

D.

Rationality

Concept: Personality traits that are relevant to

organizational behavior



Type A and Type B Personalities

Other Organizationally Relevant Personality Traits

Needs for Achievement, Affiliation, and Power

Locus of Control

10.

Identify a difference between Type A and Type B individuals.

A.

Type A individuals are relaxed and calm; Type B individuals are impatient and driven.

B.

Type A individuals work best when they are alone; Type B individuals are better team players.

C.

Type A’s are less prone to have coronary heart disease; Type B’s are more likely to have

coronary heart disease.

D.

Type A’s are best suited for long-term projects; Type B’s are best suited for short-term

projects.

11.

Which of the following individuals is likely to be most effective as a leader or manager?

A.

Joanna, who has a high need for power

B.

Teresa, who has a high need for affiliation

C.

Sita, who has a high need for approval

D.

Chang, who has a low need for authority

12.

Zoe, a software engineer, receives the Employee of the Quarter award at the end of the first

quarter. When her colleagues congratulate her, she states that she was just lucky because

her boss was excellent and only gave her tasks that she found easy. In this scenario, what

kind of control is Zoe demonstrating?

A.

Upward locus of control

B.

Downward locus of control

C.

Internal locus of control

D.

External locus of control

Concept: The impact of ability on performance



Cognitive Ability

The Nature of Ability

Physical Ability

Placement

The Management of Ability in Organizations

13.

High deductive ability is most likely to be found in:

A.

comedians.

B.

waiters.

C.

salespeople.

D.

medical researchers.

14.

An example of a physical skill is:

A.

manual dexterity.

B.

static strength.

C.

reaction time.

D.

speed of arm movement.

15.

Derive Inc. is a content management company that has a huge demand for writers and

editors. The company has just hired 100 new employees. A special team has been selected

to ensure that these employees are matched accurately with the jobs they have the ability to

do. In this scenario, for what function is the special team primarily responsible?

A.

Placement

B.

Training

C.

Interviewing

D.

Job analysis

MGT 312 Week 1 Organizational Behavior PaperWrite a 700- to 1,050-word paper explaining the role and purpose of organizational

behavior.

Explain the main components of organizational behavior.

Note all the sub-components of each of the three main components.

Provide examples of how these organizational behavior components relate

to yourworkplace. Be sure to provide a concrete example of each one of the

three components. Identify the sub-factor/s that each of the examples represent.

How will knowledge of organizational behavior benefit you as a manager?

Include at least two scholarly citations from the library, in addition to any references from

the textbook.

Click the Assignment Files tab to submit your assignment.







material.


Score 18 / 18


Theories of work

motivation100%

1

2

3

How job design and

goal setting theory

influence

motivation

100%

4

5

6

Perception,

perceptual biases,

and attribution

theory.

100%

7

8

9

Strategies to

manage diversity in

the workforce

100%

10

11

12

Job satisfaction and

theories of job

satisfaction

100%

13

14

15

Consequences of

job satisfaction100%

16

17

18

Concept: Theories of work motivation



Need Theory

Maslow’s Hierarchy of Needs

Expectancy Theory

Instrumentality: What Is the Connection Between Job Performance and Outcomes?

Equity Theory

Show More

1.

Emily is an ambitious worker whose performance has suffered since she joined her new

company. Emily feels that even though she enjoys the work, feels safe, and enjoys the office's

facilities, such as the cafeteria and the pool table, she has not been able to reach out to the

others in the office. She has no friends and feels isolated. According to Maslow's hierarchy of

needs, which of Emily's needs is most likely not being satisfied at her new job?

A.

Existence needs

B.

Belongingness needs

C.

Safety needs

D.

Physiological needs

2.

According to the expectancy theory of motivation, identify an accurate statement about

instrumentality.

A.

It is always positive.

B.

It is always negative.

C.

It should be low so that it enhances motivation.

D.

It should be high so that it enhances motivation.

3.

Sameer perceives underpayment equity when he compares his outcome-input ratio to

Lamar's. Sameer believes that he is putting in more effort and should therefore receive a

larger hike in salary. To avoid this lack of equity, Sameer decides that he need not compare

his outcome-input ratio to Lamar's; instead he should compare it to Adrian's. According to the

equity theory of motivation, how is Sameer restoring equity?

A.

By changing his inputs or outputs

B.

By changing his referent's input or outputs

C.

By changing his referent

D.

By changing his organization

Concept: How job design and goal setting

theory influence motivation



Job Design: The Job Characteristics Model

Core Job Dimensions

Job Design Models Summarized

Job Design: The Social Information Processing Model

Limits to Goal-Setting Theory

Show More

4.

Mia and Tanya are artists at Black and White Inc, an art gallery. Both Mia and Tanya are

equally skilled and receive feedback from customers for their work. Mia creates her art pieces

right from designing them to displaying the final product. Tanya is an in-house specialist, and

provides finishing touches to pieces created by fresh art-school graduates. Mia seems to be

more satisfied and motivated than Tanya. According to the job characteristics model, Mia is

most likely high on which of the five core dimensions that affect intrinsic motivation?

A.

Need for affiliation

B.

Task identity

C.

Locus of control

D.

Task significance

5.

Which job design model focuses on both intrinsic and extrinsic motivation?

A.

Scientific management model

B.

Job characteristics model

C.

Social information-processing model

D.

Job enlargement model

6.

According to the goal-setting theory, which of the following statements is true?

A.

Difficult goals lead to better performance than easy goals.

B.

Vague goals lead to better performance than specific goals.

C.

Quantitative goals are less effective than qualitative goals.

D.

Difficult goals are less effective than moderate goals.

Concept: Perception, perceptual biases, and

attribution theory.



Characteristics of the Target and Situation

Social Status of the Target

Primacy Effects

Biases and Problems in Person Perception

Attribution Theory

Show More

7.

Rhythms Inc. and Beats Inc. are two music institutes set to launch at the same time this year.

Rhythms has been providing detailed information in the papers and on the Internet about the

courses it offers. Beats has roped in Clara Carter, a famous guitarist, to appear in their ad

campaign and perform at charity events across various cities. In the context of perception,

which target characteristic is Beats focusing on, in order to be perceived well by potential

students?

A.

Ambiguity

B.

Social status

C.

Motivational state

D.

Information

8.

Amit, a sales executive at Embellish Corp., has recently shown a fair amount of improvement

in his performance. However, Naomi, Amit's manager, fails to recognize and encourage this

improvement during his appraisal. She believes that Amit's productivity will always be

average, since it has been that way for the past year. In this scenario, Naomi is a victim of

which source of bias in perception?

A.

Similarity effect

B.

Halo effect

C.

Contrast effect

D.

Primacy effect

9.

Identify an accurate statement about the fundamental attribution error.

A.

It occurs when an individual takes credit for successes and avoids blame for failures.

B.

It occurs when another person’s behavior is attributed to situational factors.

C.

It occurs when another person’s behavior is attributed to internal factors.

D.

It occurs when an individual takes credit for successes and also accepts blame for failures.

Concept: Strategies to manage diversity in the

workforce



Effectively Managing a Diverse Workforce

Mentoring Programs

Diversity Training

Sexual Harassment

10.

What is true about mentoring programs implemented to promote diversity in organizations?

A.

Mentoring programs avoid using same-race mentor-protégé relationships.

B.

Mentors are not suitable for minority women trying to start a business.

C.

Mentoring programs can be formal or informal.

D.

Mentors are not important for entry-level employees.

11.

When is diversity training most likely to be successful?

A.

When it comprises of one single session of training

B.

When there are no follow-up activities and evaluation

C.

When it is supported by diversity-related activities

D.

When the organization does not celebrate diverse events

12.

Asang, an employee at Bling Corp., has been expecting a promotion for the excellent work

she has done. On the day of the announcement, her manager informs her that there is a

problem with her promotion. He claims that he will have to pull strings to have her promotion

approved. However, the process would be much simpler if she would return the favor by

giving him some "special attention." What phenomenon is best exemplified in this scenario?

A.

Hostile work environment sexual harassment

B.

Quid pro quo sexual harassment

C.

Sexual abuse

D.

Sexual pedophilia

Concept: Job satisfaction and theories of job

satisfaction



Personality

Job Satisfaction

Theories of Job Satisfaction

Herzberg’s Motivator-Hygiene Theory of Job Satisfaction

The Discrepancy Model of Job Satisfaction

13.

The determinants of job satisfaction that an organization or manager cannot change in the

short run are:

A.

genetic factors.

B.

social factors.

C.

cognitive factors.

D.

situational factors.

14.

Identify an accurate statement about Herzberg's motivator-hygiene theory of job satisfaction.

A.

An employee can be either satisfied or dissatisfied with the job, not both.

B.

An employee can be satisfied and dissatisfied with the job at the same time.

C.

An employee’s satisfaction depends on hygiene needs.

D.

An employee’s dissatisfaction depends on motivator needs.

15.

Tamara, a fine-arts graduate, is working at her first art agency. After almost six months, she

reports that she is highly dissatisfied because the job does not meet her expectations. She

expected the job to be flexible and well-paying, with a well-equipped office, and friendly

coworkers. She also states that her friends are earning more and are happier with their jobs

than she is. In this scenario, which theory or model of job satisfaction best explains Tamara's

job dissatisfaction?

A.

Mobley's model of the turnover process

B.

Maslow's hierarchy of needs theory

C.

The discrepancy model of job satisfaction

D.

The steady-state theory of job satisfaction

Concept: Consequences of job satisfaction



Absenteeism

Potential Consequences of Job Satisfaction

Does Job Satisfaction Affect Job Performance?

Turnover

16.

According to the determinants of absenteeism, which factor affects the ability of an employee

to attend work?

A.

Job satisfaction

B.

Absence policies

C.

Health and illness

D.

Job dissatisfaction

17.

According to research, which of the following is an accurate statement about job satisfaction

and job performance?

A.

Job satisfaction is not related to job performance in any significant way.

B.

All employees are allowed to change their performance on jobs to indicate whether or not

they are satisfied with the jobs.

C.

Job satisfaction affects job performance, whether or not the satisfaction is relevant to the

performance.

D.

Job performance cannot lead to job satisfaction.

18.

Identify an accurate statement about Mobley's model of the turnover process.

A.

It states that turnover is the temporary withdrawal of employees.

B.

It involves an evaluation of costs and benefits.

C.

It states that turnover is triggered by factors unrelated to job dissatisfaction.

D.

It applies to employees who impulsively quit their jobs.

MGT 312 Week 2 Personality Impact PaperComplete the personality assessments in Ch. 2 of Understanding and Managing

Organizational Behavior:

Exhibit 2.5, 2.6, and 2.7 and 2.11

Summarize the major aspects of your personality based on the personality

assessment you completed as outlined in Exhibits 2.5,2.6 and 2.7. In each of

these three assessments, give us your score and the possible range of scores.

For example, in assessment 2,5. how many responses did you mark as true.

Then we need to know where you fell within the range. Did you mark 5 out of 11

as true? Then give examples of how you display these behaviors from the

asessment in your workplace.

Based on Exhibit 2.11, summarize the cognitive abilities you have that apply to

the workplace.

What potential effects would your personality type and cognitive abilities have

on the performance of an organization?

How would you mitigate any shortcomings? What are the areas that are

weaknesses and provide a concrete plan to address. A concrete plan includes

the issues you want to address, the actions to correct, the time line, and the

measurement system.

Write a 700 -1500 word paper addressing the topics above.

Include at least one scholarly source from the library in addition ot the textbook.

Since this is a paper about you personally, you do not have to avoid the use of the word

"I", but it still should be APA formatted.

MGT 312 Week 2 Functions of Management PaperPart 1

Please complete a charter for your Learning team.

Please submit it as a separate attachment to the assignment link for this week.

The charter form can be found by going to the UOP library homepage. It is in a box on

the right hand side of this page labeled Learning Team Toolkit.

Part 2

Select an organization the entire team wants to address and write a 700- 1500-word

paper covering the following:

Describe the four functions of management.

Provide an example of each of the four functions from the selected organization.

How is that function performed in that organization?

Include at least two scholarly citations from the library in addiition to the textbook.

Format your paper consistent with APA guidelines.








material.


Score 15 / 15


Factors that affect

group performance100%

1

2

3

Techniques to

reduce social

loafing in groups

100%

4

5

6

Techniques for

group decision

making

100%

7

8

9

The five-stage

model of group

development

100%

10

11

12

Tactics for effective

group socialization100%

13

14

15

Concept: Factors that affect group

performance



Process Losses and Performance

How Task Characteristics Affect Group Performance

Factors that Contribute to Group Cohesiveness

1.

What is the term used to describe performance hitches that arise most exclusively from lack

of synchronization and enthusiasm among members of a group?

A.

Process dividends

B.

Process losses

C.

Group exclusivity signs

D.

Group singularity signs

2.

Identify an accurate statement about sequential task interdependence.

A.

The main cause of process losses in sequential task interdependence is duplication of effort.

B.

It is easy to measure individual performance in sequential interdependence.

C.

Total group performance can be affected by a poorly performing member in sequential

interdependence.

D.

The occurrence of a mistake in a task is not carried forward till the end in sequential

interdependence.

3.

Tara, a college freshman, is a talented singer and cheerleader. After various trials, she is

offered a place in both the college choir and the cheerleading squad. However, she cannot be

a part of both these groups because their practice schedules overlap. Both groups have the

same number of members and are equally successful in the college community. However, the

selection process for the choir is much more rigorous and it is considered more of an honor to

belong to the choir. Therefore, Tara chooses to stay with the choir. In this case, which

determinant of group cohesiveness has Tara most likely considered while making her

decision?

A.

Competition

B.

Group size

C.

Success rate

D.

Exclusiveness

Concept: Techniques to reduce social loafing

in groups



Social Loafing: A Problem in Group Motivation and Performance

Ways to Reduce Social Loafing

4.

Identify the most accurate description of social loafing.

A.

It is the inclination of group members to exert relatively less effort when working in a group

than when working individually.

B.

It is the degree to which performance of one group member affects the total performance of

the group.

C.

It refers to the situation in which members of a group evaluate each others' performances on

a task.

D.

It refers to the ease of gauging the individual performances of every team member in a group

task.

5.

What is an effective technique to curb social loafing in work groups?

A.

Making the work group as large as possible

B.

Evaluating group performance only on a collective basis

C.

Refraining from appreciating individual performances in a group

D.

Dividing the work into specific tasks for group members

6.

Aiden, a software engineer, is a competent, hard-working, and disciplined employee. He is

part of a seven-member team working on a high-budget project. The other members of

Aiden's group are not as dependable as Aiden and often avoided the tasks assigned to them.

Consequently, Aiden has to work twice as hard to make up for the incompetence of his group

members. Eventually, Aiden starts to worry that others are taking advantage of his efficiency.

Deciding to put an end to this, he started to cut back on his efforts. This brought down the

productivity of the whole group and Aiden's individual performance. What concept is

illustrated in this scenario?

A.

Process gain

B.

Sucker effect

C.

Reciprocal theory

D.

Group cohesiveness

Concept: Techniques for group decision

making



Disadvantages of Group Decision Making

The Delphi Technique

7.

Identify the type of faulty decision making in which members focus entirely on arriving at a

common agreement and overlook crucial information or potential risks in the process of doing

so.

A.

Groupthink

B.

Empowerment

C.

Benchmarking

D.

Critical thinking

8.

Identify a disadvantage of group decision making.

A.

It limits the generation of different ideas and suggestions.

B.

It increases the scope for factual errors and inaccuracy.

C.

It is a time-consuming process as it takes a lot of time to consult every member.

D.

It decreases the degree of acceptance of a decision among group members.

9.

An international pharmaceutical corporation wants to decide on the composition of a particular

drug. The decision requires the opinions of experts, so a questionnaire is created and sent to

the R&D experts in all of the company's different facilities. In two weeks' time, the

questionnaires are filled and returned to the headquarters. Analysts evaluate the data from

the questionnaires and arrived at a prospective composition for the drug. This is sent to the

different R&D teams again for confirmation and suggestions. The process is repeated until an

agreed-upon decision is made. Which group decision-making technique is illustrated in this

scenario?

A.

Brainstorming technique

B.

Nominal group technique

C.

Delphi technique

D.

Unfocused group technique

Concept: The five-stage model of group

development



Group Development Over Time: The Five-Stage Model

10.

Identify the stage of Tuckman's five-stage model that immediately precedes the dissolving of

the group after the members have achieved their goals.

A.

Storming

B.

Performing

C.

Norming

D.

Adjourning

11.

What is true about the norming stage of Tuckman's five-stage model?

A.

It is characterized by conflicts and arguments among group members.

B.

It is the stage in which members develop friendships and share common goals.

C.

It is the stage in which members leave the group after finishing their tasks.

D.

It is the stage in which members try to get familiar with each other.

12.

Ajima is part of a five-member group at her company. The group is responsible for making

presentations and creating reports. To get the group started, Ajima tries to get to know

everybody on her team. Without any discussion of leadership, she starts allocating tasks to

the members of her group; this is met by resistance and conflict. Eventually however, the

group begins to understand Ajima's leadership style and starts forming ties with each other

and with Ajima. At the end of this stage, they start agreeing on common rules for behavior. In

what stage of Tuckman's model is Ajima's group presently?

A.

Adjourning

B.

Forming

C.

Norming

D.

Storming

Concept: Tactics for effective group

socialization



Socialization and Role Orientation

Socialization Tactics

13.

In which type of role orientation does a new employee exclusively follow predetermined

instructions, norms, rules, and guidelines of existing group members at an organization?

A.

Institutionalized role orientation

B.

Individualized role orientation

C.

Personalized role orientation

D.

Creative role orientation

14.

Identify an accurate difference between fixed and variable tactics.

A.

Fixed tactics lead members to develop a personalized role orientation, whereas variable

tactics lead members to develop an institutionalized role orientation.

B.

Fixed tactics involve giving newcomers proper information on specific phases of the initiation

process, whereas variable tactics do not.

C.

Fixed tactics allow newcomers to create innovative roles for themselves, whereas variable

tactics do not.

D.

Fixed tactics base the process and the speed of socialization entirely on the newcomer, while

variable tactics do not.

15.

Sasha and Eric had applied to different sororities in their college. On being accepted, Sasha

found that her sorority members were very friendly and welcoming. They seemed to enjoy

having her with them and explained the norms of their group. Sasha was very comfortable

and felt included in everything. Eric, on the contrary, had a rough experience. His fraternity

members were rude and did not bother to explain the norms or include him in any activities of

the fraternity. He was constantly insulted and often, had to run errands for the senior

members. Identify an accurate statement among the following in the context of socialization

tactics.

A.

Sasha's sorority employs variable tactics; Eric's employs fixed tactics.

B.

Sasha's sorority employs random tactics; Eric's employs sequential tactics.

C.

Sasha's sorority employs disjunctive tactics; Eric's employs serial tactics.

D.

Sasha's sorority employs investiture tactics; Eric's employs divestiture tactics.

MGT 312 Week 3 Motivating Employees Case StudyComplete the Closing Case "Motivating Employees at the SAS Institute" in Ch. 6

of Understanding and Managing Organizational Behavior.

Answer the four questions at the end of the case in 750 to 1,750 words.



Hints:

1. Be sure to provide a definition of intrinsic and extrinsic motivation. They serve

as your baseline for sorting the factors in the case into the correct categories.

2. Note that factors in the case which are provided to everybody regardless of

performance are not motivators. Motivators are factors that are unique to each

individual. Perks and benefits are given to all.

MGT 312 Week 3 Sodexo and Principle Financial Group Case StudyComplete the Closing Case "Sodexo and Principle Financial Group Recognized for the

Effective Management of Diversity" in Ch. 4 of Understanding and Managing

Organizational Behavior.

Answer the four questions at the end of the case in 700 to 1,500 words.









material.


Score 12 / 12


Contemporary 100% 1


theories of

leadership

2

3

The nature and

sources of power in

organizations

100%

4

5

6

The nature of

organizational

conflict

100%

7

8

9

Strategies for

dealing with

conflict

100%

10

11

12

Concept: Contemporary theories of leadership



Path-Goal Theory: How Leaders Motivate Followers

The Vroom and Yetton Model: Determining the Level of Subordinate Participation in

Decision Making

Leader–Member Exchange Theory: Relationships Between Leaders and Followers

1.

Which theory of leadership focuses on the fact that leaders must determine the outcomes that

motivate their followers and then help their followers to receive these outcomes once they

have accomplished their tasks?

A.

Path-goal theory

B.

Leader-member exchange theory

C.

Fieldler's contingency model

D.

Vroom and Yetton model

2.

What is a disadvantage of subordinates' participation in the decision-making process in an

organization?

A.

It adversely affects the work culture in an organization.

B.

It reduces the willingness of employees to share important information with their leaders.

C.

It slows down the decision-making process.

D.

It reduces the effectiveness of the leader.

3.

Given below are some situations involving leader-subordinate relationships. Which of these

illustrates a benefit of the leader-member exchange theory?

A.

Jordan, a second-in-command sergeant, follows the orders from the commanding officer of

his platoon, without question.

B.

Carter coaches a football team; he seldom lets the players make their own decisions.

C.

Connor is a senior executive manager at an investment bank; he does not entertain any

informal conversations with his subordinates and insists that they follow a set of rigid norms.

D.

Caleb is a head chef at a restaurant; he provides scope for his assistants to come up with

Concept: The nature and sources of power in

organizations



Sources of Formal Individual Power

Charismatic Power

Centrality

4.

What is the power of a person to give increases in salaries, upgrades in job roles, formal

compliments, exciting ventures, and other rewards to his or her subordinates known as?

A.

Charismatic power

B.

Reward power

C.

Referent power

D.

Expert power

5.

Which is a disadvantage of charismatic power?

A.

Subordinates tend to sightlessly shadow their leader with misguided purposes.

B.

Subordinates tend to get demotivated by their leader.

C.

Subordinates tend to become disloyal to their leader.

D.

Subordinates tend to contradict every decision made by their leader.

6.

Aurasium Inc., a large pharmaceutical giant, has been severely affected by market recession.

After thorough evaluation, the company's top management has decided to downsize all its

departments except research and development (R&D) because R&D is the most vital function

of the organization. All R&D employees have been retained and the R&D unit continues to

receive a major portion of the organization's annual budget to fund its operations. Which

source of power has most likely given the company's R&D unit an advantage over the other

units?

A.

Ability to control contingencies

B.

Centrality

C.

Irreparability

D.

Ability to control resources

Concept: The nature of organizational conflict



Scarcity of Resources

Felt Conflict

Manifest Conflict

7.

Identify a true statement about the sources of organizational conflict.

A.

Homogeneity of functions of employees is a source of conflict.

B.

Evenness among the organizational positions of employees is a source of conflict

C.

Clarity on differentiation of formal authority is a source of conflict.

D.

Scarcity of funds and means among divisions is a source of conflict.

8.

Which stage of Pondy's model of conflict is characterized by unpleasantness, lack of

cooperation, and negative perceptions among the people involved?

A.

Perceived conflict

B.

Latent conflict

C.

Manifest conflict

D.

Felt conflict

9.

Cocoroma Corp. is an international coffee producer. Recently, workers at its coffee plantations

demanded a raise in wages and asked the management to provide them with more affordable

accommodation. These demands was outrightly denied by the management of Cocoroma;

this resulted in the plantation workers going on strike. Which of the following statements about

this scenario is most accurate in the context of Pondy's model of conflict?

A.

The plantation workers are at the stage of manifest conflict.

B.

The plantation workers are at the stage of conflict aftermath.

C.

The plantation workers are at the stage of latent conflict.

D.

The plantation workers are at the stage of perceived conflict.

Concept: Strategies for dealing with conflict



Promoting Compromise

Group-Level Conflict Management

10.

Which of the following techniques can be used by a manager to foster compromise among

the parties involved in a conflict?

A.

Focusing completely on the demands of the parties involved

B.

Placing more emphasis on the problem involved in the conflict rather than on the people

C.

Highlighting only selective objectives that the parties involved in the conflict share

D.

Refraining from acknowledging the source of the conflict

11.

Identify the type of conflict negotiation in which the groups involved choose to evade the steps

necessary to resolve the conflict.

A.

Accommodation

B.

Compromise

C.

Competition

D.

Avoidance

12.

UB and TUC are two high-school basketball teams with a history of rivalry. In their most

recent game, the referee granted a penalty shot to the UB team, which was furiously opposed

by the TUC team. A time-out was called and the referee tried to get the teams to compromise.

However, this negotiation led only to further insults and violence between players because

neither team was willing to give in. Which type of conflict handling is best illustrated in the

scenario?

A.

Norming

B.

Avoidance

C.

Competition

D.

Storming

MGT 312 Week 4 Effective Strategies PaperWrite a 1,000- to 1,700-word paper that answers the following requirement.

Use an industry leader that has been instrumental in turning around a large company.

Describe their team-building techniques and strategies used to transform their company.

Use one of the following industry leaders:

Jack Welch and his transformation of General Electric

Alan Mulally and his transformation of the Ford Motor Company

Research what condition the company was in when they took over and where it is today.

In the condition section, be sure to address the financial, operating, and cultural

conditionsbefore the new CEO took over. Then at the end of the paper, discuss the

conditions of the three factors at the end of the CEO's tenure.

Investigate and discuss the strategy that was used to establish the teams and how the

strategy was executed.

Use terminology to discuss team building strategies and leadership styles of the CEO.

Suggest other strategies could have worked in a similar situation? Provide rationale.A

great way to uncover alternate strategies is to look at what critics are saying. Consider

both leadership and strategic tactics that could have been used.

Include citations.









material.


Score 9 / 9


Human resources

and the

employment

relationship

100%

1

2

3

Types of

organizational

structures

100%

4

5

6

How different

organizational

structures influence

organizational

culture

100%

7

8

9

Concept: Human resources and the

employment relationship



Human Resources and the Employment Relationship

1.

What organizational structure is a firm most likely to adopt when it has a large pool of experts

in specific job roles?

A.

A rigid structure

B.

A centralized structure

C.

A supervised structure

D.

A flexible structure

2.

Identify a situation in which an organization is most likely to adopt a structure that allows its

employees freedom in decision making.

A.

When the employees are dispensable to an organization

B.

When the employees are young and are yet to gain experience

C.

When the organization's relationship with its employees is lengthy and agreeable

D.

3.

Lila is a neurosurgeon at the Haletrust hospital. She makes all her own decisions, without

having to consult her superiors. This is because she is an expert in her field and is an

employee the hospital cannot afford to lose. In addition, the hospital knows that Lila needs her

autonomy and independence in decision making. In this context, what organizational structure

would suit Lila best?

A.

A flexible structure

B.

A fixed structure

C.

A controlled structure

D.

A formal structure

Concept: Types of organizational structures



Functional Structure

Geographic Structure

Divisional Structures: Product, Market, and Geographic

4.

Identify an advantage of implementing a single functional structure in an organization.

A.

It makes it easier to supervise employee performance and reward good performance.

B.

It makes it easier to control activities when the organization diversifies its product lines and

markets.

C.

It makes it easier to cater to the demands of a wide range of international customers.

D.

It makes it easier to service the requirements of different types of customer groups.

5.

What is the organizational structure exclusively based on the locational differences of an

organization's operations known as?

A.

Product structure

B.

Geographic structure

C.

Market structure

D.

Customer structure

6.

Mechalium Inc. is a company that is structured according to the locations of its units: in the

eastern, central, and western regions of Cetria. Zoemetra Corp., a competitor in terms of its

size, product lines, and markets is structured according to the goods and services it offers. It

has one branch, located in the northern region of Cetria. From the following statements,

identify a statement that holds true in this case.

A.

Mechalium has a geographic structure, while Zoemetra has a product structure.

B.

Both companies are structured geographically.

C.

Mechalium has a product structure, while Zoemetra has a geographic structure.

D.

Both companies are structured according to product.

Concept: How different organizational

structures influence organizational culture



Organizational Structure

7.

Identify an organizational structure that leads to an organization's culture being high on

originality and adaptability.

A.

Tall structure

B.

Organic structure

C.

Mechanistic structure

D.

Centralized structure

8.

Javier works at an advertising agency where employees are encouraged to be innovative and

free. The company's employees mostly work in parallel teams that are equally involved in

decision making. On the contrary, Anna works at an investment bank where all decisions are

officially made, following rigid norms of the organization's hierarchy. The only form of

communication between all employees is formal and through official channels. In this context,

which statement among the following is true?

A.

Anna works in an organization that has a decentralized structure.

B.

Anna works in an organization that reinforces the cultural norms of individuality and personal

authority.

C.

Javier works in an organization that is highly centralized.

D.

Javier works in an organization that encourages an informal organizational culture.

9.

What statement accurately brings out the relationship between an organization's structure

and its culture?

A.

An organization with a centralized structure creates cultural values that promote employees'

uniqueness and insightfulness.

B.

An organization with a decentralized structure creates cultural values that promote

employees' conformity.

C.

An organization with a centralized structure creates cultural values that reinforce employees'

compliance and deference.

D.

An organization with a decentralized structure creates cultural values that weaken employees'

ersonal authority.

MGT 312 Week 5 Leveraging Organizational Behavior and Management to Maximize Business Success PresentationChoose an organization that the team has some familiarity with.

Imagine that your team is a group of experts in the principles of business organization

and management. You have been invited to present at a conference held for some of the

top executives at Fortune 500 companies. Your assigned topic is Leveraging

Organizational Behavior and Management to Maximize Business Success.

Create a 15- to 20-slide Microsoft® PowerPoint® presentation in which you address the

following:

Introduction to leadership

o Explain the contemporary theories and styles of leadership prevalent in

companies today.

o Describe the contemporay theory and leadership style demonstrated

within the chosen organization.

o Explain the differences between management and leadership.

o Explain how cultivating leadership skills in managers can benefit the

organization.

Organizational culture

o Describe how managers, when applying leadership principles, can

contribute to a healthy organizational culture.

o Cite specific examples from the selected organization.

Organizational power and politics

o Describe the influence of power and politics within your selected

organization.(Be sure that you consider the policital influence the

company might exert in the industry)

o Describe the types of power in your organization

o Explain who in the chosen department holds the real power and why.

Conflict management

o Describe an example of conflict that occurred within the selected

organization.

o Explain the strategies that were used to manage that conflict situation,

including their level of effectiveness. Use terminology from the readings

to describe the type of conflct and the method used to resolve the conflict.

o Determine other strategies that you would recommend to manage that

conflict example.

Support your presentation with the concepts discussed in class and in the text, and your

personal experiences.

Include the speaker notes to explain the key points in your presentation.

Include citations.

Format your presentation consistent with APA guidelines.


Documents

MGT 312 MGT312.doc