MGMT3600 Questions With Answers Tested And Verified Exam Solutions With Best New Update., Exams of Nursing

Download MGMT3600 Questions With Answers Tested And Verified Exam Solutions With Best New Update. and more Exams Nursing in PDF only on Docsity! MGMT3600 Questions With Answers Tested And Verified Exam Solutions With Best New Update. • Question 1 Which of the following is a leadership style identified in path-goal theory? Selected Answer: Achievement-oriented leadership 1 out of 1 points Answers : Respons e Feedbac k: Achievement- oriented leadership Selling leadership Transformation al leadership Emotional intelligence Managerial leadership The path-goal theory of leadership specifically highlights four leadership styles. They are directive, supportive, participative, and achievement-oriented. • Question 2 1 out of 1 points Which of the following leadership styles in path-goal theory is the same as people- oriented leadership? Selected Answer: Supportive Answers: Directive Respons e Feedbac k: Supportive Participative Achievement- oriented Telling In the supportive style, the leader's behaviors provide psychological support for subordinates. Supportive leadership is the same as people- oriented leadership, and reflects the benefits of social support to help employees cope with stressful situations. • Question 7 The concept of leadership prototypes is an important component of: Selected Answer: implicit leadership theory. Answers: competency theory. implicit leadership theory. Fiedler's contingency perspective. transformational perspective. path-goal theory of leadership. Response One aspect of implicit leadership theory states that everyone has 1 out of 1 points Feedback: leadership prototypes—preconceived beliefs about the features and behaviors of effective leaders. • Question 8 Which of the following leadership approaches directly support the idea that the "romance of leadership" is important in leadership? Selected Answer: Implicit leadership perspective Answers: Transformational leadership perspective Managerial leadership perspective 1 out of 1 points Respons e Feedbac k: Implicit leadership perspective Contingency perspective of leadership Servant perspective of leadership According to the implicit leadership perspective, along with relying on implicit prototypes of effective leaders, followers tend to distort their perceptions of the influence that leaders have on the environment. This "romance of leadership" effect exists because in most cultures people want to believe leaders make a difference. • Question 9 The competency (trait) perspective of leadership: 1 out of 1 points Selected Answer: presents the view that certain personal characteristics distinguish great leaders from the rest of us. Answers: is one of the most recently studied perspectives of leadership. is no longer accepted as an approach to understanding leadership in organizations. takes a contingency approach by identifying the best leadership competencies under different conditions. holds the view that leaders' competency is dependent on the situation. Respons e Feedbac k: presents the view that certain personal characteristics distinguish great leaders from the rest of us. The competency (trait) perspective of leadership presents the view that certain personal characteristics distinguish great leaders from the rest of us. • Question 10 According to the competency perspective of leadership: 1 out of 1 points Selected Answer: leadership is a personal characteristic of the person. Answers: effective leadership involves being both task-oriented and people- oriented. the best leadership style depends on the situation. introducing specific environmental conditions can replace the need for leaders. Respons e Feedbac k: leadership is a personal characteristic of the person. people tend to inflate the importance of leadership in explaining organizational events. The competency (trait) perspective of leadership presents the view that certain personal characteristics distinguish great leaders from the rest of us. • Question 11 1 out of 1 points Successful leaders have a positive self-evaluation, including high self- esteem, self- efficacy, and internal locus of control. This refers to the leaders' . Selected Answer: self-concept Answers: drives Respons e Feedbac k: self-concept cognitive intelligenc e emotional intelligenc e leadershi p motivatio n Self-concept refers to the leader's self-beliefs and positive self- evaluation about his or her own leadership skills and ability to achieve objectives. • Question 12 1 out of 1 points Which of the following characteristics addresses leaders' high need for achievement? It does not consider the importance of integrity and emotional intelligence in leadership. It views leadership as something within a person.Respons e Feedbac k: The competency perspective views leadership as something within a person, yet experts emphasize that leadership is relational. This is a drawback of the competency perspective of leadership. • Question 15 Which of the following statements about leadership and gender is true? Selected Answer: Male and female leaders generally do not differ in their use of task- oriented and people-oriented leadership. Answers: Male leaders tend to use the participative style more often than do female leaders. Men tend to have better interpersonal skills compared to women. Male and female leaders generally do not differ in their use of participative leadership. Female leaders do not comply with follower expectations. 1 out of 1 points Respons e Feedbac k: Male and female leaders generally do not differ in their use of task- oriented and people-oriented leadership. Studies in field settings have generally found that male and female leaders do not differ in their levels of task-oriented or people-oriented leadership. • Question 16 Johni's Company 1 out of 1 points Johni is the CEO of a struggling company. She has listened to her employee's 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? Selected Answer: Transformational Answers: Managerial People- oriented Managerial to Task- oriented Transformation al Respons e Feedbac k: Situational There are several descriptions of transformational leadership, but most include the following four elements: Develop a strategic vision, communicate the vision, model the vision, and build commitment toward the vision. • Question 17 Dividing work into more specialized jobs: Selected Answer: gives an opportunity to the job incumbents to master their tasks quickly. Answers: increases training costs. reduces work efficiency. reduces the opportunity to match people with appropriate jobs. increases the time taken in changing from one task to another. 1 out of 1 points Respons e Feedbac k: gives an opportunity to the job incumbents to master their tasks quickly. Dividing work into more specialized jobs gives an opportunity to the job incumbents to master their tasks quickly. Less time is wasted changing from one task to another. Training costs are reduced because employees require fewer physical and mental skills to accomplish the assigned work. • Question 18 Coordination of work activities is: Selected Answer: required whenever there is division of labor. Answers: 1 out of 1 points Respons e Feedbac k: required whenever there is division of labor. required only in team-based organizations. required whenever the organization has more than approximately 100 employees. required only when organizations operate in complex environments. discouraged in organizations as it leads to a high degree of interdependence among employees. When people divide work among themselves, they require coordinating mechanisms to ensure that everyone works in concert. Coordination is so closely connected to division of labor that the optimal level of As organizations grow older, they tend to: 3 1 out of 1 points Which of the following organizational design elements determines the sharing ofresources and encourages coordination through informal communication? Selected Answer: Departmental iz ation Answers: Span of control Formalizatio n Centralizatio n Respon se Feedbac k : Departmentaliz ation Standardization Departmentalization frames the membership of formal work teams and typically determines which positions and units must share resources. With common supervision and resources, members within each configuration typically work near each other, so they can use frequent and informal interaction to get the work done. • Question 24 1 out of 1 points One of the defining characteristics of a functional organizational structure is that it: Selected Answer: is the structure that organizes employees around specific knowledge or other resources. Answers: has a narrow span of control and high degree of formalization and centralization. Respons e Feedbac k: is the structure that organizes employees around specific knowledge or other resources. overlays two organizational structures in order to leverage the benefits of both types of structure. uses self-directed work teams rather than individuals as the basic building block of organizations. is an alliance of several organizations for the purpose of creating a product or serving a client. A functional structure organizes employees around specific knowledge or other resources. The functional structure creates specialized pools of talent that typically serve everyone in the organization. • Question 25 A consumer products firm with a functional structure is expanding from a single 1 out of 1 points Which of the following organizational design elements determines the sharing ofproduct 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 Selecte dpoints 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.? Selected Answer: Matrix structure that overlays project teams with a functional structure Answers: Geographical divisional structure Simple structure with client-based divisional structure Network structure Client-based divisionalized form Respons e Feedbac k: Matrix structure that overlays project teams with a functional structure Under the given circumstances, matrix structure that overlays project teams with a functional structure would work best for Creative Advertising Corp. This matrix structure focuses employees on the final product yet keeps them organized around their expertise to encourage knowledge sharing. • Question 30 1 out of 1 points The increasing recognition that an organization has only a few core competencies is one of the forces pushing towards more: Selected Answer: network structures. Answers: functional structures. simple structures. client-based divisionalized structures. Respons e Feedbac k: network structures. team-based structures. One of the main forces pushing toward a network structure is the recognition that an organization has only a few core competencies. A core competency is a knowledge base that resides throughout the organization and provides a strategic advantage. • Question 31 1 out of 1 points 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): Selected Answer: organic structure. Answers: a organic structure. They are the same as espoused values. Respons e Feedbac k: They are revealed through corporate value statements. They rise to the surface only when employees let them. Shared assumptions are nonconscious, taken-for-granted perceptions or ideal prototypes of behavior that are considered the correct way to think and act toward problems and opportunities. Shared assumptions are so deeply ingrained that you probably wouldn't discover them by surveying employees. • Question 34 1 out of 1 points The organizational culture dimension of attention to detail is characterized by . Selected Answer: precision Answers: toleranc e fairness Respons e Feedbac k: precision collaborati on security The organizational culture dimension of attention to detail is characterized by being analytic and precise. Refer: Exhibit 14.2 • Question 35 Which of the following are the observable indicators of organizational culture? Selected Answer: Artifacts Answers: Assumpti on s 1 out of 1 points They are the same as espoused values. Respons e Feedbac k: Artifacts Values Beliefs Mental models Artifacts are the observable symbols and signs of an organization's culture, such as the way visitors are greeted, the organization's physical layout, and how employees are rewarded. Artifacts are important because they reinforce an organization's culture. • Question 36 1 out of 1 points Organizational stories are most effective at communicating organizational culture only when they: Selected Answer: describe real people and are assumed to be true. Answers: make employees emotional. are told by senior executives to the public. Respons e Feedbac k: describe real people and are assumed to be true. are descriptive rather than prescriptive. tend to pressurize individual performance. Stories have the greatest effect on communicating corporate culture when they describe real people, are assumed to be true, and are known by employees throughout the organization. • Question 37 1 out of 1 points At meetings of a major consumer products firm, employees habitually stand up when the most senior executive at the meeting enters the room. This practice represents: Selected Answer: a ritual that probably symbolizes the organization's dominant culture. Answers: evidence that the meeting has employees who hold countercultural values. an adaptive culture in the company. Respons e Feedbac k: a ritual that probably symbolizes the organization's dominant culture. a form of deculturation that eventually undermines the organization's dominant culture. that the company's espoused values differs from its enacted values. Rituals are the programmed routines of daily organizational life that dramatize an organization's culture. They include how visitors are greeted, how often senior executives visit subordinates, how people communicate with each other, how much time employees take for lunch, and so on. Employees at SuperTech Services seek out opportunities rather than wait for them toarrive. They also have a strong learning orientation. This implies that SuperTech has: Selected Answer: an adaptive culture. Answers: a weak organizational culture. a strong counterculture. relatively few artifacts representing the organization's culture. a culture that is misaligned with its external environment. Respon se Feedbac k : an adaptive culture. SuperTech has an adaptive culture. An adaptive culture exists when employees are receptive to change—they assume that the organization needs to continuously adapt to its external environment and that they need to be flexible in their roles within the organization. Employees in an adaptive culture embrace an open-systems perspective, in which the organization's survival and success require ongoing adaptation to the external environment, which itself is continuously changing. • Question 43 The main purpose of a bicultural audit is to: 1 out of 1 points Selected Answer: identify and diagnose differences in the corporate cultures of merging organizations. Answers: determine whether a company's organizational culture is sufficiently strong. estimate the number of dominant and subcultural values that exist in an organization. find out whether people from different countries have the same corporate cultures. Respons e Feedbac k: identify and diagnose differences in the corporate cultures of merging organizations. teach new employees the organization's dominant cultural values. Organizational leaders can minimize cultural collisions and fulfill their duty of due diligence by conducting a bicultural audit. A bicultural audit diagnoses cultural relations between the companies and determines the extent to which cultural clashes will likely occur. • Question 44 1 out of 1 points When the acquired firm has a weak culture, it is best to use the merger strategy. Selected Answer: assimilation Answers: disambigu a tion separation deculturati o n Respons e Feedbac k: assimilation integration Assimilation occurs when employees at the acquired company willingly embrace the cultural values of the acquiring organization. Typically this strategy works best when the acquired company has a weak, dysfunctional culture and the acquiring company's culture is strong and aligned with the external environment. Refer: Exhibit 14.4 • Question 45 In which strategy does the acquiring company impose its culture and business practices on the acquired organization? 0 out of 1 points Selecte d Answer : Answers : Respons e Feedbac k: [None Given] Deculturati o n Assimilation Separation Integration Bicultur al audit Employees usually resist organizational change, particularly when they are asked to throw away personal and cultural values. Under these conditions, some acquiring companies apply a deculturation strategy by imposing their culture and business practices on the acquired organization. • Question 46 Which of the following is true about using the strategy of integration for merging different corporate cultures? 1 out of 1 points Selecte dAnswer: It creates a new composite culture that preserves the best features of the previous cultures. Answers: It works best when people realize that their existing cultures are good enough, which motivates them to stick to their dominant values. It is the fastest strategy for merging different corporate cultures. It is potentially safe because neither party is preserving the existing culture. It should be considered when the merging companies have strong cultures and distinct cultures. Respon se Feedbac k : It creates a new composite culture that preserves the best features of the previous cultures. Integration combines two or more cultures into a new composite culture that preserves the best features of the previous cultures. Integration should be considered when the companies have relatively weak cultures or when their cultures include several overlapping values. Integration also works best when people realize that their existing cultures are ineffective and therefore are motivated to adopt a new set of dominant values. Refer: Exhibit 14.4 • Question 47 According to the attraction-selection-attrition (ASA) theory, job applicants: Selected Answer: avoid other applicants if they are competing for the same jobs. 0 out of 1 points Answers: with a variety of personal characteristics are preferred by organizations, resulting in a more heterogeneous organization. Respons e Feedbac k: avoid employment in companies whose values seem incompatible with their own values. do not typically pay much heed to organizational values when applying for work. avoid other applicants if they are competing for the same jobs. are attracted to companies who are likely to provide them with the greatest financial rewards. Job applicants engage in self-selection by avoiding employment in companies whose values seem incompatible with their own values. Some organizations encourage this self-selection by actively describing their cultures. • Question 48 The process of organizational socialization begins: 1 out of 1 points common in lateral career development.a unique feature of an adaptive culture. Respons e Feedbac k: a perceived discrepancy between employee expectations and reality. Reality shock is the stress that results when employees perceive discrepancies between their pre-employment expectations and on-the- job reality. • Question 51 Which of the following is true about socialization agents? Selected Answer: Socialization agents help integrate new employees into the team. Answers: 1 out of 1 points Respons e Feedbac k: Socialization agents help integrate new employees into the team. Socialization agents provide support on the basis of the compensation offered to do so. Family support is an important socialization agent for new employees. A strong corporate culture discourages socialization agents from doing their job. Employers group socialization agents on the basis of their qualifications. Coworkers are important socialization agents because they are easily accessible, can answer questions when problems arise, and serve as role models for appropriate behavior. New employees tend to receive this information and support when coworkers integrate them into the work team. • Question 52 Which of these forces are commonly called resistance to change? Selected Answer: Restraining forces Answers: Process forces Driving forces Parallel learning structures 1 out of 1 points Respons e Feedbac k: common in lateral career development.R e s t r a i n i n g f o r c e s U n f r e e z i n g f o r c e s The restr ainin g force s in Lewi n's model h lp to maintain the status quo. These restraining forces are commonly called "resistance to change" because they appear to block the change process. • Question 53 Senior executives at a large retail organization want employees to become more 1 out of 1 points customer-friendly. Employees think they are serving customers well enough and the company is the dominant player in the market. What should the executives do to create an urgency to change in this situation? Selected Answer: Inform employees about the driving forces in the external environment indicating that the company's dominant position will be threatened unless they become more customer-friendly. Answers: Stop trying to convince employees that they should change their behavior and use other strategies to gain market share. Keep pushing employees to change even though they don't see the need to change and attempt to replace the existing change agent. Introduce punishments for employees who do not become more customer-friendly. Respons e Feedbac k: Inform employees about the driving forces in the external environment indicating that the company's dominant position will be threatened unless they become more customer-friendly. Introduce a reward-punishment scheme to promote the change in the organization. The change process begins by ensuring that employees develop urgency for change. This typically occurs by informing employees about competitors, changing consumer trends, impending government regulations, and other driving forces in the external environment. • Question 54 Bezel Systems is introducing a few organization-wide changes. A coalition of 1 out of 1 points employees will clearly lose out from the proposed changes and they have enough power to cause the change effort to fail. Assuming that the change effort can proceed slowly and cost is not an issue, the preferred strategy for dealing with this resistance to change is: Selected Answer: negotiation. Answers: communication. employee involvemen t. stress management. negotiation. According to the action research model, which of the following occurs during the "diagnose need for change" step? Selected Answer: Analysis of data Answers: Respons e Feedbac k: Analysis of data Establishment of client- consultant relationship Determination of the change effectiveness Establishment of new conditions Selection of external consultant Organizational diagnosis identifies the appropriate direction for the change effort by gathering and analyzing data about an ongoing system, such as through interviews and surveys of employees and other stakeholders. • Question 58 1 out of 1 points The principle takes the position that conversations don't describe reality; they shape that reality. Selected Answer: constructi o nist Answers: positive Respons e Feedbac k: constructi o nist poetic anticipato r y simultane it y The constructionist principle takes the position that conversations don't describe reality; they shape that reality. • Question 59 Which of the following organizational change activities adopts a "whole systems" perspective of the change process? Selected Answer: Large g r o u p i ntervention s 1 out of 1 points Answers : Respons e Feedbac k: Large group interventions Action research Appreciative inquiry Force field analysis Parallel learning structures Large group interventions adopt a "whole systems" perspective of the change process. This means that they view organizations as open systems. • Question 60 A parallel learning structure: 1 out of 1 points Selected Answer: includes highly participative teams constructed alongside the formal organizational hierarchy. Answers: is a feature of all organizational change interventions. Respons e Feedbac k: includes highly participative teams constructed alongside the formal organizational hierarchy. exists in organizations where employees are located in two or more buildings. is mostly comprised of senior management and some professional staff members. includes a specialized team of experts who possess the necessary skills to monitor the change process. Parallel learning structures are highly participative arrangements composed of people from most levels of the organization who follow the action research model to produce meaningful organizational change. They are social structures developed alongside the formal hierarchy with the purpose of increasing the organization's learning.