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organizational behavior
Organizational Behavior 11th Edition Dr. Richard N. Osborn, Mary Uhl-Bien, Dr. James G. Hunt, John R. Schermerhorn - Solutions
One guideline for implementing a successful empowerment strategy is that ____________. (a) delegation of authority should be left ambiguous and open to individual interpretation (b) planning should be separated according to the level of empowerment (c) it can be assumed that any empowering
The major lesson of the Milgram experiments is that ____________. (a) Americans are very independent and unwilling to obey (b) individuals are willing to obey as long as it does not hurt another person (c) individuals will obey an authority figure even if it does appear to hurt someone else (d)
The range of authoritative requests to which a subordinate is willing to respond without subjecting the directives to critical evaluation or judgment is called the ____________. (a) psychological contract (b) zone of indifference (c) Milgram experiments (d) functional level of organizational
The three basic power relationships to ensure success are ____________. (a) upward, downward, and lateral (b) upward, downward, and oblique (c) downward, lateral, and oblique (d) downward, lateral, and external
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
Reason, coalition, bargaining, and assertiveness are strategies for ____________.(a) enhancing personal power (b) enhancing position power (c) exercising referent power (d) exercising influence
Negotiating the interpretation of a union contract is an example of ____________.(a) organizational politics (b) lateral relations (c) an approval relationship (d) an auditing linkage
____________ is the ability to control another’s behavior because of the possession of knowledge, experience, or judgment that the other person does not have but needs.(a) Coercive power (b) Expert power (c) Information power (d) Representative power
A ___________ is the range of authoritative requests to which a subordinate is willing to respond without subjecting the directives to critical evaluation or judgment. (a) A zone of indifference (b) Legitimate authority (c) Power (d) Politics
The process by which managers help others to acquire and use the power needed to make decisions affecting themselves and their work is called ______________.(a) politics (b) managerial philosophy (c) authority (d) empowerment
The pattern of authority, influence, and acceptable managerial behavior established at the top of the organization is called ______________. (a) organizational governance(b) agency linkage (c) power (d) politics
__________ suggests that public corporations can function effectively even though their managers are self-interested and do not automatically bear the full consequences of their managerial actions. (a) Power theory (b) Managerial philosophy(c) Virtual theory (d) Agency theory
Explain how the various bases of position and personal power do or do not apply to the classroom relationship between instructor and student. What sources of power do students have over their instructors?
Identify and explain at least three guidelines for the acquisition of (a) position power and (b) personal power by managers.
Identify and explain at least four strategies of managerial influence. Give examples of how each strategy may or may not work when exercising influence (a) downward and (b) upward in organizations.
Define organizational politics and give an example of how it operates in both functional and dysfunctional ways.
Some argue that mergers and acquisitions rarely produce positive financial gains for the shareholders. What explanations could you offer to explain why mergers and acquisitions continue?
What is leadership?
What is situational contingency leadership?
What is implicit leadership?
What are inspirational leadership perspectives?
Leadership is central, and other variables are less important, best describes ____________ theories. (a) trait and behavioral (b) attribution (c) situational contingency(d) substitutes for leadership
Leader trait and behavioral approaches assume that traits and behaviors are ____________. (a) as equally important as other variables (b) more important than other variables (c) caused by other variables (d) symbolic of leadership
In comparing leadership and management, ____________. (a) leadership promotes stability and management promotes change (b) leadership promotes change and management promotes stability (c) leaders are born but managers are developed(d) the two are pretty much the same
The earliest theory of leadership stated that individuals become leaders because of ____________. (a) the behavior of those they lead (b) the traits they possess (c) the particular situation in which they find themselves (d) being very tall
Which leadership theory argues that a leader’s key function is to act in ways that complement the work setting? (a) trait (b) behavioral (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) depicts the image of a model leader(d) emphasizes leadership development
Conger and Kanungo’s model emphasizes all of the following except (a) active management by exception. (b) vision articulation. (c) environmental sensitivity.(d) unconventional behavior.
For situational leadership theory, ____________. (a) management is substituted for leadership (b) position power is very important (c) there is considerable empirical support (d) maturity or readiness of followers is emphasized
Transformational leadership ____________. (a) is similar to transactional leadership(b) is particularly useful in combination with transactional leadership (c) is not related to charismatic leadership (d) has been studied for more than 100 years
In terms of the importance of leadership, it has been argued that ____________.(a) leadership makes little or no difference. (b) only charismatic leadership is important. (c) charismatic leadership is more important than transformational leadership.(d) leadership is important only in a situational
In the romance of leadership, ____________. (a) supervisors are encouraged to lead each other to the altar (b) leaders are encouraged to marry each other (c) leaders are given credit for difficult-to-explain happenings (d) leadership substitutes for traditional romantic actions
Attributional theory ____________. (a) is one important leadership direction (b) is no longer popular in studying leadership (c) helps explain Fiedler’s model (d) helps explain situational leadership
Close-up and at-a-distance charismatic leaders ____________. (a) use the same behaviors (b) exhibit a number of different behaviors (c) are hard to distinguish(d) have similar impacts on individual performance
In terms of charismatic or transformational leadership, ____________. (a) people can be trained (b) these characteristics are inborn (c) either is as important as transactional leadership (d) both tend to become managerial in orientation
Leadership traits ____________. (a) are largely passé (b) are excellent substitutes for behaviors (c) are now being combined with behaviors (d) are too rigid to be used in analyzing leadership
Discuss the role of leader trait and behavior approaches in leadership.
Discuss the role of situational contingency approaches in leadership.
Discuss implicit theories and leadership prototype.
You have just been called in by your boss to respond to a point mentioned on television that leadership is not real and is only a figment of peoples’ imaginations. Prepare a report that analyzes the pros and cons to this argument. Also describe the implications of this conclusion for your
How do you lead across cultures?
What is organizational change leadership?
Authentic Leadership is ____________. (a) another name for transformational leadership(b) another name for transactional leadership (c) emphasizes acting in accordance with one’s true or core self (d) is strongly supported by research findings
Shared leadership ____________. (a) emphasizes vertical leadership (b) involves a white hat and a white horse (c) has almost totally replaced vertical leadership(d) is becoming more and more important in modern organizations
Project GLOBE ____________. (a) considers both culture and leadership (b) is no longer a relevant program (c) was completed in 2004 (d) has nothing to do with cross-cultural leadership
The multiple-level strategic leadership approach ____________. (a) emphasizes leadership in different organizational domains (b) is an obsolete approach to leadership(c) is a face-to-face leadership approach (d) is the latest extension to Fiedler’s work
Boal and Hooijberg ____________. (a) argue against the notion of strategic leadership theory (b) have a theory with lots of research support (c) have a theory emphasizing leadership tensions and complexity (d) have a theory that is largely obsolete
Authentic leadership is ____________. (a) virtually the same as ethical leadership(b) not a very widely discussed approach (c) not one that emphasizes knowing thyself (d) one that might serve as a base for numerous other leadership theories
Servant leadership is ____________. (a) virtually the same as transformational leadership (b) has much research support (c) has very little research support(d) is currently one of the more popular leadership approaches
Spiritual leadership is ____________. (a) a kind of religion (b) beginning to develop a research stream (c) virtually the same as authentic leadership (d) ties together full-range leadership theory, shared leadership, cross-cultural leadership, and strategies leadership
Incremental change is ____________. (a) more dramatic than radical change(b) less dramatic than radical change (c) infrequently encountered (d) usually very expensive
Contextual leadership ____________. (a) has three levels and six domains (b) is an over-used approach (c) assumes decreasing complexity up the organization(d) stresses a leader’s responsiveness to the setting
Change leadership ____________. (a) is very widely used (b) deals with leaders as change agents, phases of planned change, change strategies, and resistance to change (c) is practically unknown (d) is of recent origin
Performance gaps that create potential change situations include the existence of both problems to be resolved and ____________. (a) costs to be avoided (b) people to be terminated (c) problems already resolved (d) opportunities to be explored
The presence or absence of a felt need for change is a critical issue in which phase of change: (a) reflective. (b) evaluative. (c) unfreezing. (d) changing.
Which strategy relies mainly on empirical data and expert power? (a) force–coercion(b) rational persuasion (c) shared power (d) authoritative command
Which change strategy is limited in effectiveness because it tends to create only temporary compliance? (a) force–coercion (b) rational persuasion (c) shared power(d) normative reeducation
Explain three ways in which shared leadership can be used in a self-directed work team.
Briefly compare and contrast the multiple-level leadership approach with the Boal and Hooijberg strategic leadership theory.
What internal and external forces push for change in organizations?
When Jorge Maldanado became general manager of the local civic recreation center, he realized that many changes would be necessary to make the facility a true community resource. Having the benefit of a new bond issue, the center had the funds for new equipment and expanded programming. All he
How do you understand an organizational culture?
What is innovation, and why is it important?
How to manage organizational culture and innovation.
Culture concerns all of the following except ____________. (a) the collective concepts shared by members of a firm (b) acquired capabilities (c) the personality of the leader (d) the beliefs of members
The three levels of cultural analysis highlighted in the text concern ____________.(a) observable culture, shared values, and common assumptions (b) stories, rites, and rituals (c) symbols, myths, and stories (d) manifest culture, latent culture, and observable artifacts
External adaptation concerns ____________. (a) the unproven beliefs of senior executives (b) the process of coping with outside forces (c) the vision of the founder(d) the processes working together
Internal integration concerns ____________. (a) the process of deciding the collective identity and how members will live together (b) the totality of the daily life of members as they see and describe it (c) expressed unproven beliefs that are accepted uncritically and used to justify current
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
____________ is a sense of broader purpose that workers infuse into their tasks as a result of interaction with one another. (a) A rite (b) A cultural symbol (c) A foundation myth (d) A shared meaning
The story of a corporate turnaround attributed to the efforts of a visionary manager is an example of ____________. (a) a saga (b) a foundation myth (c) internal integration (d) a latent cultural artifact
The process of creating new ideas and putting them into practice is ____________.(a) innovation (b) creative destruction (c) product innovation (d) process innovation
Any object, act, or event that serves to transmit cultural meaning is called ____________. (a) a saga (b) a cultural symbol (c) a cultural lag (d) a cultural myth
Groups where the patterns of values outwardly reject those of the larger organization are ____________. (a) external adaptation rejectionist (b) cultural lag (c) countercultures (d) organizational myths
Groups with unique patterns of values and philosophies that are consistent with the dominant organizational culture are called ____________. (a) countercultures(b) subcultures (c) sagas (d) rituals
A ____________ links key goal-related issues with key collaboration issues to come up with general ways by which the firm will manage its affairs. (a) managerial philosophy (b) cultural symbol (c) ritual (d) saga
Commonly held cause-effect relationships that cannot be empirically supported are referred to as ____________. (a) cultural lags (b) rituals (c) management philosophy(d) organizational myths
The patterns of values and philosophies that outwardly reject those of the larger organization or social system are called _____________. (a) sagas (b) organizational development (c) rituals (d) countercultures
____________ is a condition where dominant cultural patterns are inconsistent with new emerging innovations. (a) Organizational cultural lag (b) Management philosophy (c) Internal integration (d) External adaptation
Describe the five steps Taylor Cox suggests need to be developed to help generate a multicultural organization or pluralistic company culture.
List the three aspects that help individuals and groups work together effectively and illustrate them through practical examples.
Give an example of how cultural rules and roles affect the atmosphere in a college classroom. Provide specific examples from your own perspective.
Discuss why managers should balance exploration and exploitation when seeking greater innovation.
What are the hierarchical aspects of organizations?
How is work organized and coordinated?
What are bureaucracies and what are the common forms?
Which of the following issues is most central to the field of organizational behavior?(a) ways to improve advertising for a new product (b) ways to increase job satisfaction and performance among employees (c) creation of new strategy for organizational growth (d) design of a new management
What is the best description of the setting facing organizational behavior today?(a) Command-and-control is in. (b) The new generation expects much the same as the old. (c) Empowerment is out. (d) Work–life balance concerns are in.
The term “workforce diversity” refers to differences in race, age, gender, ethnicity, and ____________ among people at work. (a) social status (b) personal wealth(c) able-bodiedness (d) political preference
In the open-systems view of organizations, such things as technology, information, and money are considered ____________. (a) transformation elements (b) feedback(c) inputs (d) outputs
In strategic management, the discipline of organizational behavior is most essential in terms of ____________. (a) developing strategies (b) clarifying mission statements(c) implementing strategies (d) identifying organizational purpose
According to the Organizational Culture Inventory (OCI), an organization in which members are encouraged to work together in ways that meet higher-order human needs is classified as having a ____________ culture. (a) constructive (b) motivational(c) passive (d) high-achievement
Which word best describes an organizational culture that embraces multiculturalism and in which workforce diversity is highly valued? (a) inclusion (b) effectiveness(c) dynamism (d) predictability
The management function of ____________ is concerned with creating enthusiasm for hard work among organizational members. (a) planning (b) motivating (c) controlling (d) leading
In the management process, ____________ is concerned with measuring performance results and taking action to improve future performance. (a) disciplining(b) organizing (c) leading (d) controlling
Among Mintzberg’s 10 managerial roles, acting as a figurehead and liaison are examples of ____________ roles. (a) interpersonal (b) informational (c) decisional(d) conceptual
According to current views of managerial work, it is highly unlikely that an effective manager will ____________. (a) engage in extensive networking (b) have good interpersonal skills (c) spend a lot of time working alone (d) be good at solving problems
When a manager moves upward in responsibility, Katz suggests that ____________ skills decrease in importance and ____________ skills increase in importance.(a) human, conceptual (b) conceptual, emotional (c) technical, conceptual(d) emotional, human
A person with high emotional intelligence would be strong in ____________, the ability to think before acting and to control disruptive impulses. (a) motivation(b) perseverance (c) self-regulation (d) empathy
Which statement about learning is not correct? (a) Learning is a change in behavior that results from experience. (b) People learn; organizations do not. (c) Experiential learning is common in OB courses. (d) Lifelong learning is an important personal responsibility for career development.
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