BUSI 240 quiz 7 solutions complete answers

BUSI 240 quiz 7 solutions complete answers 

 

Shared leadership theory states that

 

Which of the following refers to "walking the talk"?

 

Charisma refers to

 

How do women differ from men in their use of leadership styles?

 

Research indicates that male and female leaders widely differ in their levels of task-oriented and people-oriented leadership.

 

Implicit leadership theory focuses on followers' perceptions of leadership.

 

Organizational behavior takes the view that only people in management and other positions of formal authority in organizations can be leaders.

 

Successful leaders have a positive self-evaluation, including high self-esteem, self-efficacy, and internal locus of control. This refers to the leaders'

 

A problem associated with path-goal theory is that

 

________ theory identifies conditions that either limit the leader's ability to influence subordinates or make a particular leadership style unnecessary.

 

The personal attribute perspective of leadership indicates leadership

 

________ behaviors encourage and facilitate employee involvement in decisions beyond their normal work activities.

 

The span of control is interconnected with organizational size and the number of layers in the hierarchy.

 

Which of the following is one of the common pure types of departmentalization?

 

In organizational structures, integrator roles serve mainly as

 

Many companies are moving away from divisional structures that organize people around

 

A narrower span of control is necessary where managers supervise employees who

 

Which organizational structure actually consists of several organizations?

 

Rosa was just hired to be the manager at the local retail store. One of her first decisions is to create temporary teams. She is using which coordinating mechanism?

 

________ refers to the number of people directly reporting to the next level above in the hierarchy.

 

A potential disadvantage of ________ structures is that they expose the core firm to market forces.

 

Where the technology has low variability and high analyzability, a(n) ________ structure is preferred.

 

________ means that formal decision-making authority is held by a small group of people.

 

A simple structure is one of the best structures in which to accommodate organizational growth and diversification.

 

Unlike the traditional view of leadership, shared leadership lacks formal authority.

 

Transformational leaders shape a strategic vision of the future that focuses employees on a superordinate organizational goal.

 

A strategic vision should unify management and external stakeholders but does not need to involve non-managerial employees.

 

Managerial leadership entails the daily activities that support and guide the performance and well-being of individual employees and the work unit to support current objectives and performance.

 

Managerial leaders are mainly change agents.

 

Job performance is higher among employees who work for supervisors with low levels of task-oriented leadership and high levels of people-oriented leadership.

 

According to path-goal leadership theory, directive leadership should never be applied to inexperienced employees.

 

The directive style is most effective when employees have routine and simple tasks.

 

According to the implicit leadership perspective, we are more likely to believe that a leader is effective if the leader looks and acts consistently with our prototype.

 

Effective leaders should not monitor others' emotions and discriminate among them.

 

The view that effective leaders need to be aware of, feel comfortable with, and act consistently with their values, personality, and self-concept is known as transformational leadership.

 

Surveys report that women are rated lower than men on the emerging leadership qualities of coaching, teamwork, and empowering employees.

 

Which of the following statements is most consistent with the view of shared leadership?



According to 54 leadership experts of 38 countries, there are two key components to leadership. The first is the ability to persuade and influence others;
the second is that leaders are

 

________ exists when employees champion the introduction of new technologies and products

 

In order for shared leadership to work, the leader needs to be willing to

 

________ represents the heart of transformational leadership.

 

Organizational behavior research indicates that transformational leaders produce ________ followers, whereas charismatic leaders produce dependent followers.

 

Managerial leaders

 

Transformational leaders

 

Leaders who create, communicate, and model a shared vision for the team are using the ________ perspective.

 

An effective vision is

 

Effective transformational leaders generate meaning and motivation in followers by relying on

 

Leaders build commitment through

 

Task-oriented leaders

 

________ leadership includes showing mutual trust and respect for subordinates and having a ________ to look out for their welfare.

 

________ includes defining and structuring work roles, clarifying employees' work duties and procedures, and pushing employees to reach their performance capacity.

 

According to studies of task- and people-oriented leadership effectiveness, the best leaders

 

________ leadership is more micro-focused and concrete.

 

________ leadership is the view that leaders serve their followers.

 

Which of the following leadership theories or perspectives explicitly includes the participative and the directive styles?

 

Which of the following is a leadership style identified in path-goal theory?

 

Which of the following leadership styles in path-goal theory is the same as task-oriented leadership?

 

Which of the following leadership styles in path-goal theory is the same as people-oriented leadership?

 

Path-goal theory argues that

 

According to path-goal theory, a combination of ________ leadership is best for employees who are (or perceive themselves to be) inexperienced and unskilled.

 

People with an external locus of control tend to be more satisfied with ________ leadership styles.

 

Which of the following leadership styles should be used by leaders when team cohesiveness is low?

 

According to the situational leadership theory developed by Hersey and Blanchard, effective leaders should vary their style with the

 

Telling, selling, participating, and delegating represent the four leadership styles identified in

 

Which of the following explicitly argues that people have a preferred leadership style based on their personality, so organizations should move leaders into situations that fit their preferred style?

 

Fiedler's contingency model of leadership states that the best leadership style depends on

 

Fiedler's contingency model of leadership has made an important and lasting contribution to the study of leadership because it

 

The main premise of ________ is that effective leaders choose one or more leadership styles to influence employee expectations regarding achievement of desired results.

 

When team cohesion is low, leaders should use a(n) ________ style.

 

Some research suggests that effective leaders help team members learn to lead themselves through

 

Implicit leadership theory states that

 

The concept of leadership prototypes is an important component of

 

Leadership prototypes refer to

 

When people have leadership prototypes, they

 

Which of the following leadership approaches directly support the idea that the "romance of leadership" is important in leadership?

 

Why does the leadership prototype comparison process occur?

 

It is easier to explain organizational successes and failures in terms of the ________ than by analyzing a complex array of other forces.

 

One way that followers inflate their perceptions that leaders make a difference is through

 

According to the ________ perspective of leadership, leadership is associated with the personal characteristics of the person.

 

According to the attribute perspective of leadership

 

The attribute perspective of leadership identifies drive, integrity, and emotional intelligence as the

 

Which of the following characteristics addresses leaders' high need for achievement?

 

Effective leaders have a strong need for socialized power, meaning that they want power as a means to accomplish organizational objectives and similar good deeds. These leaders have

 

________ leadership refers to how well leaders are aware of, feel comfortable with, and act consistently with their self-concepts.

 

________ is knowing yourself and being yourself.



Which of the following is a limitation of the personal attribute perspective of leadership?

 

Effective leaders have strong moral principles, which are demonstrated through truthfulness and consistency of words with deeds demonstrating the attribute of

 

According to Exhibit 12.4, which one of the following is not a leadership attribute?

 

Leaders have a superior ability to analyze a variety of complex alternatives and opportunities due to their

 

Which of the following statements about emotional intelligence is true?

 

Which of the following statements about culture and leadership is true?

 

People tend to evaluate female leaders slightly less favorably than male leaders because

 

EFT Inc. wants to empower and engage its employees. It has several teams consisting of highly skilled employees, and no one person on these teams has a specifically assigned position. Instead, employees lead each other as the occasion arises, so there is no formal hierarchy or organizational chart.



EFT, Inc. uses ________ leadership in its organization.

 

EFT's leadership style is most effective when



Which of the following is a disadvantage of EFT's leadership style?

 

Johni is the CEO of a struggling company. She has listened to her employees complaints and concerns about where the corporation is going and has developed a new vision that she feels will help develop a common bond throughout the organization. Johni then hosted a company-wide picnic where she delivered an inspiring speech about the new plans for the business, including her plans for more open communication between management and employees. After her speech, management and employees all participated in trust building exercises, and each employee had a one-on-one conversation with Johni.

What type of leadership theory most resembles Johni's actions?

 

What is the next step Johni should take if she wants to continue on toward her vision?

 

Which of the following is a pitfall that Johni needs to avoid, since she is full of charisma?

 

Gina and Chen are both managers at CPA4U, a large accounting firm. Each has a very different management style. Gina is very outgoing and constantly checking on her subordinates to see if there is any way she can help them to complete their projects. She also brings in fresh flowers for the lunchroom weekly and always remembers everyone's birthday. Chen is much more introverted and communicates with his subordinates mainly through email, and he has his subordinates submit daily reports on their progress toward the weekly goals he has assigned them.

Which type of leader is Gina?

 

Which type of leader is Chen?

 

MoneySafe, a financial services organization, trains employees to new skills and uses coworkers to train new employees, while providing social support in the form of daycare facilities. MoneySafe management believes that using this system will help replace or reduce the need to micromanage by assigning and clarifying work responsibilities, setting goals and deadlines for employees, and establishing well-defined work procedures.



Which of the following leadership theories is MoneySafe employing?

 

Which of the following leadership styles is of least importance under the circumstances at MoneySafe?

 

Instead of focusing on rewards, MoneySafe could encourage employees to reach their peak performance by emphasizing ________ behaviors.

 

Bob owns a small business with 12 employees. He is anticipating a large contract in the near future that he hopes will triple his profit and double the number of employees he will hire. Bob has always been a very likable man and a dependable, hard-working person. He is very worried about his ability to take on twice as many employees and continue on a successful path.

From the information provided, which of the following best encompasses Bob's strongest leadership attribute according to the personal attribute perspective?

 

From the information provided, which of the following best encompasses Bob's weakest leadership attribute according to the personal attribute perspective?

 

Which of the following organizational design elements determines the sharing of resources and encourages coordination through informal communication?



A steel manufacturing firm with about 1,000 employees operates in an environment that is simple and integrated (it makes a small number of steel products for a few key customers) but also dynamic and hostile (rapidly changing technology and customer needs with many competitors). Based on the environment in which this company operates, it would be more successful with a(n) ________ structure.



Team-based organizational structures are usually found



ABC Production, a consumer products firm with a functional structure, is expanding from a single product line into several diverse product groups, with most sales within one country.
A potential benefit with ABC's form of structure is



Tammy recently earned her degree in nursing and has begun a career path in the surgical ward at a local hospital. Her training program consists of a year-long internship, working with senior nurses. While in school, Tammy worked in a medical lab performing routine blood tests. The lab technician job required her to take a two-week course and refer to a procedures manual for her work on a daily basis.
Which coordinating mechanism is most important in Tammy's new career as a surgical nurse?



Which of the following is an issue with flatter hierarchies?



________ are organizational forms surrounded by a cluster composed of span of control, centralization, and formalization.



Which of the following is true about socialization agents?



Reagan is a new HR manager for a large company. She is concerned about the number of employees leaving the company and the lack of job applicants. She begins with a review of the company's policies and then a look at the culture. She talks with long-time employees to learn the stories and the rituals.
After listening and researching, Reagan creates a posting on a popular website and searches employment boards. She has begun which component of cultural fit?



The workplace layout, reporting structure, office rituals, type of information distributed, and language are all examples of



A deculturation strategy of merging two corporate cultures should be applied when
employees in the acquired firm want to hold on to their firm's culture even though it does not 

 

Employees at SuperTech Services seek out opportunities rather than wait for them to arrive. They also have a strong learning orientation. This implies that SuperTech has



BarkBark Inc. and Happy Toys Ltd. are considering a merger and are unsure whether their two organizations will have a difficult time with clashing cultures. They perform a detailed diagnosis, collecting and analyzing the gathered data about the two merging companies. They identify several overlapping values, which they feel that they can effectively meld into a cohesive new culture.
What type of cultural merge would be best for BarkBark?



During which of the following stages of socialization do people first learn about the organization and job?



Organizational socialization is best described as a process of ________,where newcomers try to make sense of and adapt to the company's environment.



Which of the following are the observable indicators of organizational culture?



If the change process is supposed to encourage efficiency, then ________ should be realigned to motivate and reinforce efficient behavior.



Creating urgency for change is most closely associated with



Which of the following types of resistance to change is a strategy to "prove" that the decision is wrong?



One problem the learning strategy has in minimizing resistance to change is that it



Increasing the driving forces and reducing the restraining forces tends to



Which of these forces is commonly called resistance to change?



The four stages of appreciative inquiry, in order, are



Which of the following organizational change activities adopts a "whole systems" perspective of the change process?



The ________ principle states that organizations are open books, so we have choices in how they may be perceived, framed, and described.



The ________ strategy for diffusing change gives employees technical training to implement practices identified in the pilot project.



Mechanistic structures operate best

 

A consumer products firm with a functional structure is expanding from a single product line into several diverse product groups, with most sales within one country. Which of the following should it eventually adopt to manage the new conditions most effectively?

 

Formalization in organizational structures tends to

 

Coordination of work activities is

 

A wider span of control is possible if

 

Dividing work into more specialized jobs

 

An organic structure has

 

Who strongly recommended a relatively narrow span of control, typically no more than 20 employees per supervisor and 6 supervisors per manager?

 

________ makes worldwide communication much easier, but it will never replace the degree of control organizations have when manufacturing, marketing, and other functions are in-house.

 

Coordination through formal hierarchy relies on

 

A narrow span of control is necessary when employees do all of the following except

 

An organization's structure is the same as its organizational chart.

 

The two fundamental requirements of all organizational structures are divisionalization and decentralization.

 

Division of labor leads to increased job specialization.

 

When work is divided among people, a coordinating mechanism is needed to ensure that everyone works in concert.

 

Informal communication is a coordination mechanism only in small and a few medium-sized organizations.

 

Large organizations can encourage informal communication as a coordinating mechanism by keeping each production site small.

 

Integrator roles increase informal communication as a coordinating mechanism.

 

Concurrent engineering can be used to encourage informal communication as a coordinating mechanism.

 

Formal hierarchy is the least time-consuming coordinating mechanism where employees work in non-routine and ambiguous situations.

 

Job description helps improve quality and consistency of a product or service by standardizing work activities.

 

Standardizing processes is less effective in non-routine and complex work.

 

When work activities are too complex to standardize through extensive training for employees, companies need to coordinate work effort through precise job descriptions.

 

A narrow span of control exists when a manager has many direct reports.

 

Generally, a narrow span of control is necessary where employees perform highly interdependent work with others.

 

Tall hierarchies encourage employee empowerment and engagement because they focus power around employees rather than managers.

 

The number of layers in an organization's hierarchy depends on the number of people employed and the average span of control.

 

Most organizations begin with centralized structures and become more decentralized as they grow larger and divide work into more specialized functions.

 

Companies can be centralized in some parts of the organization and decentralized in other parts.

 

Organizations tend to become less formalized as they age and grow larger in terms of the number of employees.

 

Formalization represents the establishment of standardization as a coordinating mechanism.

 

A mechanistic structure is decentralized, has a wide span of control and little formalization.

 

Mechanistic structures operate better in stable environments than in rapidly changing environments.

 

As external environments become more complex and dynamic, organizational structures should become more mechanistic and less organic.

 

Departmentalization establishes interdependencies among employees and subunits and frames the membership of formal work teams.

 

A problem with departmentalization is that it discourages coordination through informal communication.

 

Functional structures foster professional identity and permit greater specialization than most other forms of departmentalization.

 

Functional structures tend to have higher dysfunctional conflict and poorer coordination across units than other forms of departmentalization.

 

Divisional structures may be formed around products, geography, or clients.

 

The primary source of environmental diversity or uncertainty mainly determines the best form of divisional structure an organization should adopt.

 

Companies with divisionalized structures are increasingly adopting the geographically-based structure.

 

A problem with the divisional structure is that it increases the risk of duplication and underutilization of resources.

 

Organizations move toward a team-based structure by flattening the hierarchy, reducing formalization, and making extensive use of selfdirected work teams.

 

Team-based organizational structures are usually found within larger divisionalized structures.

 

A problem with the team-based organizational structure is that employees may experience more stress due to ambiguity of their roles.

 

Employees working at the matrix level have two bosses.

 

Conflict and ambiguity associated with the matrix structure causes some employees to experience more stress.

 

In a typical matrix structure, several satellite organizations are beehived around a core firm.

 

One of the main forces pushing organizations toward a matrix structure is the recognition that an organization has only a few core competencies.

 

One of the main advantages of network structures is that they ensure the core organization has a high degree of control over production, marketing and other functions.

 

Network structures come close to the perfect example of a mechanistic organizational structure.

 

Mechanistic structures are better suited to dynamic environments than to stable environments.

 

Decentralization is the preferred strategy for organizations in simple, integrated (one market), and hostile environments.

 

The more integrated the environment, the more the firm would benefit from a divisionalized form of departmentalization.

 

Larger firms tend to be more centralized and make greater use of direct supervision than do smaller firms.

 

A mechanistic structure works better than an organic structure where tasks have high variety and low analyzability.

 

Contingencies, such as size, technology, and environment do not necessarily determine an organization's structure.

 

Organizational strategy influences both the contingencies of structure and the structure itself.

 

If a company's strategy is to compete through innovation, a more organic structure would be preferred.

 

If a company chooses a low-cost strategy, an organic structure is preferred because it maximizes production and service efficiency.

 

Which of the following fundamental requirements do all organizational structures have?

 

Dividing work into more specialized jobs:

 

To increase work efficiency and make it easier to match employee competencies with job requirements, companies:

 

Coordination of work activities is:

 

Coordination through formal hierarchy relies on:

 

Standardizing work through job descriptions and procedures:

 

Which of the following is typically most important among people working in hospital surgical operations?

 

When work activities are too complex to standardize through procedures or goals, companies often coordinate work effort:

 

Many of the best-performing production plants are able to widen their span of control to more than 70 employees per supervisor by:

 

A wider span of control is possible if:

 

Flatter organizational structures:

 

Candoo Ltd. will soon flatten its hierarchy by removing two of the five layers of management. If the number of employees in the organization remains constant, which of the following must also occur?

 

Organizational and environmental complexities push organizations toward:

 

________ is the degree to which organizations standardize behavior through rules, procedures, formal training, and related mechanisms.

 

As organizations grow older, they tend to:

 

Formalization in organizational structures tends to:

 

Span of control, centralization, and formalization together form a cluster around two broader organizational forms called:

 

Mechanistic structures operate best:

 

An organic structure has:

 

Which of the following organizational design elements determines the sharing of resources and encourages coordination through informal communication?

 

________ establishes the chain of command—the system of common supervision among positions and units within the organization.

 

The simple structure usually depends on ________ to coordinate work activities, so it is very difficult to operate as the company grows and becomes more complex.

 

Which of the following forms of departmentalization organizes employees around specific skills or other resources?

 

One of the defining characteristics of a functional organizational structure is that it:

 

A wholesale grocery business operates in one city and provides one service—stocking retailers with fresh produce. The company wants to ensure that employees develop expertise in their skill specialization and that these specializations are used efficiently. The aim is to create specialized pools of talent that serve everyone in the company. Which of the following forms of departmentalization would be most appropriate here?

 

When functional structures are compared with divisionalized structures, functional structures are known to:

 

One problem with a functional structure is that:

 

A consumer products firm with a functional structure is expanding from a single product line into several diverse product groups, with most sales within one country. Which of the following should it eventually adopt to manage the new conditions most effectively?

 

Many companies are moving away from divisionalized structures that organize people around

 

Freer trade, advances in information technology, and more global customers are pressuring many large global companies to:

 

The ________ structure tends to duplicate resources, such as production equipment and engineering or information technology expertise.

 

Team-based organizations have:

 

A team-based organizational structure has a:

 

Communication flows in all directions with little concern for the formal hierarchy in a(n) ________, but this structure is costly to maintain due to the need for ongoing interpersonal skill training.

 

Which form of departmentalization tends to have a very flat hierarchy, little formalization and organizes employees around work processes?

 

Team-based organizational structures are usually found:

 

One of the defining characteristics of a matrix organizational structure is that it:

 

Most employees at Quokka Systems are organized into project teams. Employees report to the project leader, but they also report to a leader responsible for their functional specialization (such as engineering or marketing). Quokka Systems has a:

 

Creative Advertising Corp. wants its 100 employees to work together around specific clients yet maintain an equal emphasis on alignment with their skill specializations (advertising, graphics, copywriting and public relations). Which of the following organizational structures would work best for Creative Advertising Corp.?

 

The increasing recognition that an organization has only a few core competencies is one of the forces pushing towards more:

 

Organizational size, technology, and environment are:

 

For which of the following types of environment should organizations adopt an organic structure?

 

Organic structures are better than mechanistic structures for:

 

A divisionalized structure is recommended mainly for:

 

A steel manufacturing firm with about 1,000 employees operates in an environment that is simple and integrated (it makes a small number of steel products to a few key customers) but also dynamic and hostile (rapidly changing technology and customer needs with many competitors). Based on the environment in which this company operates, it would be more successful with a(n):

 

Larger organizations:

 

Two technological contingencies that influence the best type of organizational structure are:

 

An organization that wants to compete through innovation should: