Organizational Behaviour 1st Canadian Edition John R. Schermerhorn Jr, Hunt, Richard N. Osborn, Elliott J. Currie - Solutions

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Intergroup conflict typically makes it easier to coordinate task activities. T F
Interpersonal conflicts can be substantive, emotional, or both. T F
Moderate levels of conflict are constructive. T F
When workflow interdependency is high, conflicts often occur. T F
The conflict-management grid classifies management styles along two dimensions: co-operativeness and assertiveness. T F
Two goals are at stake in any negotiation: distributive and integrative. T F
The most preferred approach to negotiation is distributive. T F
In integrative negotiations, everyone tries to enlarge the “pie.” T F
BATNA requires that each party know what will be done if an agreement cannot be reached. T F
Two types of communication difficulties are common in negotiations: telling and hearing.T F
The only significant change for todays organizations is radical or frame-breaking change. T F
Change agents, formally defined, are outside consultants hired to help managers change their organizations. T F
Changes in tasks, people, technology, and structures are often interrelated. T F
Positive reinforcement of desired behaviours is part of the refreezing phase of planned change. T F
The personality and style of the change agent may cause resistance to change. T F
The shared-power change strategy is the same as the rational-persuasion strategy. T F
A process innovation results in the creation of a new good or service. T F
Product champions and information gatekeepers play important innovation roles in organizations. T F
The perceptions of the change agents do not significantly affect their approach to the change situation. T F
Innovation is the creation of a new idea. T F
Encoding in the communication process translates an intended message into perceived meaning. T F
Proxemics is the study of mixed messages in organizations. T F
A rule of active listening is to avoid reflecting back or paraphrasing what the other person has said. T F
Grapevines can have a positive impact on communication in organizations. T F
Poor downward communication is a common management failure. T F
New trends in organizational design emphasize more lateral communications. T F
Developments in organizational ecology recognize the importance of informal communication. T F
Members in a coacting group tend to interact frequently and share information directly with each other. T F
A tendency toward “flaming” to express intense anger is a possible drawback of electronic communication. T F
There is little concern for the political correctness of communications in organizations today. T F
Most managerial decisions occur in certain environments. T F
Non-programmed decisions fit best with routine and repetitive problems. T F
Systematic decision-making is always preferred to intuitive decision-making. T F
Managers do not have to solve all the problems that come their way. T F
Escalating commitments is a way of improving the implementation of group decisions. T F
A good way to resolve a nagging problem is to implement some of the new information technology solutions. T F
The ring system is a Japanese approach to gaining lower-level agreement and making sure that decisions can be implemented. T F
Group consensus is always preferred to the authority decision. T F
Impersonality in relationships is one possible disadvantage of electronic group decision-making. T F
In the final analysis, the turbulence in today’s work environments makes decision-making impossible. T F
Coercion is a behavioural response to the use of power. T F
Reference power is an example of power that comes from personal, as opposed to organizational, sources. T F
Position power includes the ability to control another’s behaviour through an appeal to reason. T F
Legitimate power and formal authority are the same. T F
Reward power is how much a manager can use extrinsic and intrinsic rewards to control other people. T F
The acceptance theory of authority indicates that subordinates will always accept the orders of their superiors in organizations. T F
The Milgram experiments demonstrate that individuals are generally unwilling to obey the commands of authoritative persons. T F
The process a manager uses to help others get and use the power they need to have to make decisions that affect them is called organizational politics. T F
A resource-dependence perspective suggests that one of the key roles played by top management is to develop and allocate power. T F
Increasing ones knowledge and attractiveness are ways to increase one’s position power. T F
The organizational design for a small firm and a large firm are almost the same. T F
Organizations that have well-defined and stable operations technologies have more opportunity to substitute informational techniques for managerial judgement than do firms that rely on more variable operations technologies. T F
Adhocracies tend to favour vertical specialization and control. T F
When IT is used extensively, more staff are typically added. T F
The general environment ol an organization includes other organizations that the organization must interact with in order to get inputs and sell outputs. T F
The specific environment of an organization includes other organizations that the organization must interact with in order to get inputs and sell outputs. T F
An organizational alliance is an extreme example of an adhocracy. T F
Mimicry is the action of copying the successful practices of others. T F
The key to effective organizational learning is manipulation. T F
A deficit cycle is a pattern of deteriorating performance that is followed by further deterioration. T F
The system of shared beliefs and values that develops within an organization is called the organizational culture. T F
The belief that senior managers can manage all levels of the corporate culture is a myth. T F
External adaptation concerns such issues as the real mission of the firm, its goals, and how goals are reached. T F
Who gets rewards and sanctions is part of external adaptation. T F
Rites and rituals often develop from a subculture. T F
A ritual is a standardized activity used to manage anxiety. T F
Any object, art, or event that serves to transmit cultural meaning is called a rite. T F
The organizationwide OD interventions are survey feedback, confrontation meeting, structural redesign, management by objectives, and collateral organization. T F
The confrontation meeting is an OD intervention used to handle conflicts. T F
MBO is an organization wide OD intervention. T F
The earliest studies of leadership tended to focus on leader behaviours. T F
Leadership and management are usually considered the same. T F
The University of Michigan studies concluded that employee-centred leaders tended to have more productive workgroups. T F
Hersey and Blanchard’s situational leadership theory focuses on the maturity or readiness of followers. T F
Neutralizers prevent a leader from behaving in a certain way or nullify the effects of a leader’s actions. T F
In romance of leadership, it is argued that leaders are unimportant. T F
Transformational leadership acts in combination with transactional leadership. T F
Charismatic and transformational leadership are part of the “new leadership.” T F
Team coordinators and team leaders each perform the same functions. T F
Leadership of self-directing teams emphasizes charisma in the team. T F
A conflict that occurs as a fundamental disagreement over which ends or goals to pursue and how to accomplish them is known specifically as a(n) __________conflict,(a) relationship (b) emotional (c) substantive (d) procedural
The indirect conflict-management approach that uses chain of command for conflict resolution is known as __________(a) hierarchical referral(b) avoidance(c) organizational redesign(d) appeals to common goals
Which of the following is not a way in which conflict can be positive for a group or organization? (a) It can help identify otherwise neglected problems, (b) It can enhance creativity, (c) It can broaden the bargaining zone, (d) It can improve performance.
Lose-lose conflicts typically result from each of the following except ________(a) competition (b) compromise (c) accommodation (d) avoidance
When would it be most effective for a manager to use accommodation? (a) when quick and decisive action is vital (b) when the manager wants to build “credit" for use in later issues (c) when people need to cool down and gam perspective (d) when the manager wants a temporary settlement of complex
According to the conflict management grid, the-conflict-management style is highly co-operative and assertive, (a) competition (b) compromise (c) accommodation (d) collaboration
The criteria for effective negotiationare ___________(a) harmony efficiency, and quality (b) efficiency and effectiveness (c) ethics, practicality and cost-effectiveness (d) quality, practicality and productivity
______________are two kinds of goals that should be considered in any negotiation, (a) Performance and evaluation (b) Task and substance (c) Substance and relationship (d) Task and performance
Which of the following statements is true? (a) Principled negotiation leads to accommodation. (b) Liard distributive negotiation leads to collaboration, (c) Soft distributive negotiation leads to accommodation or compromise, (d) Hard distributive negotiation leads to win-win conflicts.
The text mentions each of the following as a common negotiator pitfall except __________(a) falling prey to the myth of the “fixed pie” (b) rational escalation to conflict (c) overconfidence (d) listening to the others needs (e) unethical behaviour
List and discuss three conflict situations faced by managers.
List and discuss the major indirect conflict-management approaches.
Under what conditions might a manager use avoidance or accommodation?
Compare and contrast distributive and integrative negotiation. Which is more desirable? Why?
Performance gaps that create change situations include both problems to be resolved and __________.(a) costs to be avoided(b) people to be terminated(c) structures to be changed(d) opportunities to be explored
Which change strategy uses empirical data and expert power? (a) force-coercion (b) rational persuasion (c) shared power (d) authoritative command
What change strategy often creates only temporary compliance? (a) force-coercion (b) rational persuasion (c) shared power (d) normative re-education
A good change agent ___________ resistance to change in order to best achieve change objectives. (a) eliminates (b) ignores (c) listens to (d) retreats from
According to the criterion of a good change is clearly perceived as a better way of doing things. (a) benefit (b) triability (c) complexity (d) compatibility
Training in how to use a new computer technology is an example of managing resistance to change through. (a) participation and involvement (b) facilitation and support (c) negotiation and agreement (d) education and communication

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Organizational Behaviour 1st Canadian Edition John R. Schermerhorn Jr, Hunt, Richard N. Osborn, Elliott J. Currie - Solutions

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