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L<strong>at</strong>est Upd<strong>at</strong>ed <strong>LDR</strong> <strong>531</strong> <strong>Final</strong> <strong>Exam</strong> <strong>Questions</strong><br />
<strong>and</strong> <strong>Answers</strong>:<br />
1. Job diss<strong>at</strong>isfaction <strong>and</strong> antagonistic rel<strong>at</strong>ionships with coworkers predict a variety of behaviors<br />
organiz<strong>at</strong>ions find undesirable, including unioniz<strong>at</strong>ion <strong>at</strong>tempts, substance abuse, undue<br />
socializing, <strong>and</strong> tardiness. These behaviors are indic<strong>at</strong>ors of a broader syndrome called<br />
Positivity offset.<br />
Employee withdrawal.<br />
Cognitive dissonance.<br />
Rotten apple syndrome.<br />
2. Organiz<strong>at</strong>ional momentum ________________.<br />
is not promoted by stability within the organiz<strong>at</strong>ion<br />
can benefit or inhibit an organiz<strong>at</strong>ion<br />
is always an advantage in seeking organiz<strong>at</strong>ional change<br />
increases with the implement<strong>at</strong>ion of new programs
3. Some studies indic<strong>at</strong>e the best approach for transform<strong>at</strong>ional change may have the chief executive<br />
officer cre<strong>at</strong>e an <strong>at</strong>mosphere for change<br />
And establish a reward system.<br />
But carefully set limits for the program.<br />
But let others decide how to initi<strong>at</strong>e change.<br />
And begin establishing a vision.<br />
4. Which of the following actions best represents Kelly’s high job involvement?<br />
Kelly wants to continue working for the organiz<strong>at</strong>ion because many of her college friends are working<br />
there.<br />
Kelly actively takes part in team activities <strong>and</strong> proactively takes up additional job responsibilities.<br />
Kelly always complains about her work to her colleagues.<br />
Kelly shares the organiz<strong>at</strong>ion’s vision of supporting renewable energy.
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5. The concept th<strong>at</strong> some leadership <strong>at</strong>tributes will work in some situ<strong>at</strong>ions but not in others can be described by<br />
the<br />
Contingency theory.<br />
Tactical theory.<br />
Leadership effectiveness theory.<br />
Behavioral theory.<br />
6. You manage a department of four employees. You have identified th<strong>at</strong> Joe has a high need for achievement.<br />
Mary has a high need for power, <strong>and</strong> Tim has a high need for affili<strong>at</strong>ion. Sarah scored high on the need for power<br />
<strong>and</strong> low on the need for affili<strong>at</strong>ion.<br />
Which of these four employees is most suitable for h<strong>and</strong>ling your responsibilities when you are on vac<strong>at</strong>ion?<br />
Mary<br />
Tim<br />
Joe<br />
Sarah<br />
7. In order to make their firm a learning organiz<strong>at</strong>ion, managers should<br />
Increase the degree of departmentaliz<strong>at</strong>ion.<br />
Reinforce interdependence <strong>and</strong> reduce boundaries.<br />
Avoid the use of cross-functional teams.<br />
Penalize mistakes
8. Which of the following st<strong>at</strong>ements is true with regard to the effectiveness of tactics?<br />
Individuals from collectivist cultures are typically more likely to use soft tactics th<strong>at</strong> reflect personal<br />
power.<br />
The combin<strong>at</strong>ion of a soft tactic with reasonable persuasion is more effective than a combin<strong>at</strong>ion of two<br />
hard tactics.<br />
All tactics are equally effective with regard to upward influence. The combin<strong>at</strong>ion of a soft tactic with<br />
reasonable persuasion is more effective than a combin<strong>at</strong>ion of two hard tactics.<br />
Soft tactics are less effective than hard tactics when used individually.<br />
9. Central to managing a successful organiz<strong>at</strong>ional str<strong>at</strong>egy implement<strong>at</strong>ion are/is<br />
Tracking progress.<br />
Formal models of implement<strong>at</strong>ion.<br />
Coalition management.<br />
Competitive teams.
10. Which of the following is the first step in the negoti<strong>at</strong>ion process?<br />
Prepar<strong>at</strong>ion <strong>and</strong> planning<br />
Bargaining <strong>and</strong> problem solving<br />
Definition of ground rules<br />
Clarific<strong>at</strong>ion <strong>and</strong> justific<strong>at</strong>ion<br />
11. ________ occurs when people within organiz<strong>at</strong>ions use wh<strong>at</strong>ever influence they can to taint the facts<br />
to support their goals <strong>and</strong> interests.<br />
Politicking<br />
Sabotage<br />
Illegitim<strong>at</strong>e political behavior<br />
Legitim<strong>at</strong>e political behavior<br />
12. The ultim<strong>at</strong>e source of an organiz<strong>at</strong>ion’s culture is<br />
Its top management.<br />
Its environment.<br />
The country in which the organiz<strong>at</strong>ion oper<strong>at</strong>es.<br />
Its founders
13. Which of the following st<strong>at</strong>ements is most likely to be true about differences between men <strong>and</strong> women in rel<strong>at</strong>ion<br />
to emotional reactions?<br />
Women express anger more frequently than men.<br />
Men experience emotions more intensely than women.<br />
Women tend to hold onto emotions longer than men.<br />
Men display positive emotions more frequently than women.<br />
14. Which of the following is a desirable str<strong>at</strong>egy for managers aiming to reduce the neg<strong>at</strong>ive consequences of<br />
rumors?<br />
Refusing to comment on issues th<strong>at</strong> appear to be controversial <strong>and</strong> unfair<br />
Encouraging employees to communic<strong>at</strong>e their concerns <strong>and</strong> suggestions<br />
Cre<strong>at</strong>ing a more informal communic<strong>at</strong>ion environment <strong>at</strong> the workplace<br />
Initi<strong>at</strong>ing disciplinary action against the employee who started the rumor<br />
15. Ador<strong>at</strong>ion of a charism<strong>at</strong>ic leader by followers can lead to<br />
Limiting suggestions of fixes <strong>and</strong> improvements.<br />
A competitive work environment.<br />
Difficulty in developing a successor.<br />
Gre<strong>at</strong>er underst<strong>and</strong>ing of the company mission
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16. A leadership theory th<strong>at</strong> describes leadership functions applicable to some situ<strong>at</strong>ions but not others is called<br />
Descriptive.<br />
Universal.<br />
Contingency.<br />
Prescriptive.<br />
17. Dortix is a manufacturing company. At the end of every quarter, the total production of each department is calcul<strong>at</strong>ed,<br />
compared with the predetermined targets, <strong>and</strong> the rewards for each set of divisional employees is determined this way.<br />
Dortix uses a ________ plan to incentivize its employees.<br />
gainsharing<br />
modular<br />
profit-sharing<br />
core-plus<br />
<br />
<br />
<br />
<br />
18. The degree to which a turbulent environment impacts oper<strong>at</strong>ions within an organiz<strong>at</strong>ion is known as<br />
Capacity.<br />
Complexity.<br />
Vol<strong>at</strong>ility.<br />
Organic.
19. Determining if a str<strong>at</strong>egy will be effective within its respective business environment <strong>and</strong> still be<br />
competitive could be determined by completing a(n) ________ test.<br />
advantage<br />
feasibility<br />
consonance<br />
consistency<br />
20. According to the job characteristics model, autonomy is defined as the degree to which<br />
A job requires completion of a whole <strong>and</strong> identifiable piece of work.<br />
A job has an impact on the lives or work of other people.<br />
A job provides the worker freedom, independence, <strong>and</strong> discretion.<br />
A job gener<strong>at</strong>es direct <strong>and</strong> clear inform<strong>at</strong>ion about performance.<br />
21. Which of the following represents the acceptable st<strong>and</strong>ards of behavior within a group th<strong>at</strong> are shared<br />
by the group’s members?<br />
Cliques<br />
St<strong>at</strong>us<br />
Norms<br />
Goals
22. During an annual review, Michel Godfrey made the following assertion: “When I look <strong>at</strong> myself <strong>and</strong> my<br />
performance, I see th<strong>at</strong> wh<strong>at</strong> I have achieved is outst<strong>and</strong>ing <strong>and</strong> something no one in the organiz<strong>at</strong>ion has<br />
the capacity to undertake. Surprisingly, it has not won me the admir<strong>at</strong>ion of my colleagues like it should have.<br />
I also believe th<strong>at</strong> I do not just deserve a raise, but need one, since without me, let’s face it, the place would<br />
simply fall apart.” Which of the following personality traits best describes Michel’s personality?<br />
Minimalism<br />
Stoicism<br />
Narcissism<br />
Monasticism<br />
23. Which of the following dimensions of the Big Five Model indic<strong>at</strong>es a person’s ability to withst<strong>and</strong> stress?<br />
Emotional stability<br />
Agreeableness<br />
Openness to experience<br />
Extroversion
24. The best leadership theories to describe <strong>and</strong> explain effective leadership in teams with interactive<br />
members are<br />
Group theories.<br />
Dyadic theories.<br />
Multi-level theories.<br />
Integr<strong>at</strong>ed theories.<br />
25. Which of the following is true of the baby boomer gener<strong>at</strong>ion?<br />
They are more questioning <strong>and</strong> entrepreneurial than the other gener<strong>at</strong>ions.<br />
They lead lives shaped mainly by globaliz<strong>at</strong>ion.<br />
They give high importance to achievement <strong>and</strong> m<strong>at</strong>erial success.<br />
They give the highest importance to flexibility <strong>and</strong> life options.<br />
26. Low-context cultures primarily rely on ________ in communic<strong>at</strong>ing with others.<br />
formal titles<br />
st<strong>at</strong>us differences<br />
spoken <strong>and</strong> written words<br />
situ<strong>at</strong>ional cues
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27. Pragm<strong>at</strong>ic leaders<br />
Appeal to emotions.<br />
Articul<strong>at</strong>e a vision of confidence.<br />
Have expertise <strong>and</strong> commitment.<br />
Appeal to shared values.<br />
28. ________ refers to an individual’s belief th<strong>at</strong> he or she is capable of performing a task.<br />
Self-determin<strong>at</strong>ion<br />
Emotional contagion<br />
Self-efficacy<br />
Affect intensity
29. Which of the following st<strong>at</strong>ements is true regarding a m<strong>at</strong>rix structure?<br />
It avoids duplic<strong>at</strong>ion of activities.<br />
It reduces ambiguity about who reports to whom.<br />
It cannot achieve economies of scale.<br />
It breaks the unity-of-comm<strong>and</strong> concept.<br />
30. Which of the following steps can be taken by a manager to minimize groupthink?<br />
Asking the group members to first focus on the positives of an altern<strong>at</strong>ive r<strong>at</strong>her than the<br />
neg<strong>at</strong>ives<br />
Preventing all team members from engaging in a critical evalu<strong>at</strong>ion of ideas <strong>at</strong> the<br />
beginning<br />
Seeking input from employees before the group leader presents his opinions<br />
Encouraging group leaders to develop a stronger sense of group identity king input from<br />
employees before the group leader presents his opinions
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