2. Transformational leaders do many things. What should they NOT do?

   1. Do things that are consistent with the new corporate vision.

   2. Create a new setting or arrangement to mark a change in direction for the organization.

   3. Use metaphors and unique language to symbolize the new vision.

   4. Work with employees to develop a common mental model of the organization's desired future

   5. Show employees how to perform the job more efficiently.

4. Question 20

   0.5 Points

   Which of the following is a spawning ground for emerging corporate culture values?

   1. Artifacts

   2. The actions of the company's founder

   3. Microcultures

   4. Bicultural audits

   5. Subcultures

6. Question 22

   0.5 Points

   Many organizations expect their employees to work in teams, even though teamwork leads to process losses. Which of the following describes this phenomenon?

   1. resources expended towards team development and maintenance.

   2. information lost due to imperfect communication.

   3. knowledge lost when a team member leaves the organization, and another member is added.

   4. a reduction in profitability.

   5. productivity losses that occur when team members need to learn a new task.

8. When teachers go on strike just before the beginning of classes, which contingency of power is the the teachers union applying?

   1. Legitimate

   2. Discretion

   3. Distinction

   4. Centrality

   5. Coercive

10. When there is little concern for the formal hierachy and employees communicate with each other in all manners and all directions, this is an example of what type of structure?

    1. an organic structure.

    2. a functional structure

    3. a communication structure

    4. a formalized structure

    5. a mechanistic structure

12. Question 29

    0.5 Points

    One advantage of countercultures is that they:

    1. ensure that corporate mergers occur without any culture clashes.

    2. prevent organizations from developing a corporate culture.

    3. maintain the organization's standards of performance and ethical behaviour.

    4. rarely exist in real organizations.

13. Question 30

    0.5 Points

    Awareness of other people's emotions is the ________ level of ________

    1. highest; emotional intelligence

    2. most important; emotional intelligence

    3. third: emotional intelligence

    4. lowest; affective commitment

    5. highest; emotional labour

15. Question 33

    0.5 Points

    If emotional labour is an integral part of the job, that means that.....

    1. The physical, mental and emotional elements of an employee are considered as a whole..

    2. a person's emotional attachment to identification with, and involvement in a particular organization

    3. the tendency to change our attitudes so they become more consistent with our behaviours.

    4. an employee is freely allowed to show their emotions at work

    5. employees must work towards, plan and control organizationally emotions during interpersonal transactions.

16. Question 34

    0.5 Points

    A wider span of control is possible where:

    1. the company has a high degree of formalization and operates in a complex environment.

    2. employees manage themselves rather than being coordinated through close supervision.

    3. all of these conditions exist.

    4. the organization has few employees and a tall hierarchy.

17. Question 35

    0.5 Points

    An integrator role in an organization represents..

    1. one of four types of technology

    2. a form of direct supervision.

    3. a form of standardization

    4. an informal communication coordinating mechanism

    5. the main element in divisionalized structures.