MGT 307 Final Exam Guide 6 (UOP Course)

MGT 307 Final Exam Guide 6 (UOP Course)

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MGT 307 Final Exam Guide 6


1. Organizational behavior is an interdisciplinary body of knowledge with strong ties to all of the following disciplines EXCEPT:
A.    Anthropology
B.    Psychology
C.    Physics
D.    Sociology
2.  ________________ is a multidisciplinary field devoted to understanding individual and group behavior, interpersonal processes, and organizational dynamics:
A.    Workgroup analysis
B.    Organizational behavior
C.    Motivation
D.    Performance management
3. From its scientific heritage, organizational behavior has developed all of the following except:
A.    Contingency thinking
B.    An emphasis on finding the one best way to complete a task
C.    An interdisciplinary body of knowledge
D.    Use of scientific methods
4. Three important levels of cultural analysis in organizations are:
A.    Shared objectives, shared values and shared mission
B.    Implicit culture, shared values and common experiences
C.    Explicit culture, implicit culture and common assumptions
D.    Observable culture, shared values and common assumptions
5. Managers can modify the ____________ of culture, such as the language, stories, rites, rituals and sagas
A.    Visible aspects
B.    Vocal aspects
C.    Oral aspects
D.    Verbal aspects
6. The _________ culture includes the unique stories, ceremonies, and corporate rituals that make up the history of the firm or a group within it
A.    Shared 
B.    Latent
C.    Observable
D.    Common
7. Common forms of unintentional ethics lapses that individuals should guard against include all of the following EXCEPT:
A.    Claiming too much personal credit for one’s performance contributions
B.    Prejudice that derives from unconscious stereotypes and attitudes
C.    Promoting people who excel in their respective positions
D.    Favoring others who can benefit someone
8. A person who is a __________ assumes a unique responsibility for work that is accomplished largely through the efforts of other people 
A.    Human resources director
B.    Team member
C.    Manager or team leader 
D.    Change agent
9. Scientific methods models are simplified views of reality that try to identify major factors and forces underlying real-world phenomenon 
A.    True
B.    False
10. _______________ is often accompanied by an unwillingness to understand alternative points of view and to take the values they represent seriously
A.    Proxemics
B.    Ethnocentrism
C.    Self-importance
D.    Kinesics
11. Which of the following statements about the role of language in cross-cultural communication is NOT CORRECT?
A.    In low context cultures, the message is rarely conveyed by the words someone uses, with greater emphasis of the context in which the words are spoken
B.    Members of low context cultures are very explicit in using the spoken and written word
C.    In high context cultures, must of the message communicated must be inferred or interpreted from the context, which includes body language, the physical setting and past relationships
D.    Australia, Canada and the United States have low context cultures
12. _____________ are important to spot since non-verbal’s can add insight into what is really being said in face-to-face communication
A.    Mixed messages
B.    Mangled messages
C.    Merged messages
D.    Perceptual distractions
13. A high performing team can be created by doing the all of the following except:
A.    Creating a sense of urgency
B.    Communicating high-performance standards
C.    Ensuring that new information is kept to a minimum
D.    Making sure members have the right skills
14. Each of the following is a characteristic of high-performance teams except:
A.    High-performance teams turn a general sense of purpose into specific performance objectives
B.    High-performance teams have strong core values
C.    Members of high-performance have the right mix of skills
D.    High-performance teams have members who focus on individual effort and excellence
15. _______________ typically work with a target completion date and disband once their purpose has been fulfilled
A.    Teams that review things
B.    Teams that run things
C.    Teams that study things
D.    Teams that recommend things
16. The conflict management style of _____________ involves being both cooperative and assertive.  This style is characterized by trying to fully satisfy everyone’s concerns by working through differences and finding and solving problems so that everyone gains
A.    Collaboration
B.    Accommodation
C.    Compromise
D.    Avoidance
17. The conflict management style of _____________ involves being both cooperative and assertive.  This style is characterized by letting the wishes of others rule, and smoothing over and overlooking differences to maintain harmony
A.    Collaboration
B.    Accommodation
C.    Completion 
D.    Avoidance
18. Sheila is assertive and uncooperative in dealing with others during conflict. She goes against the wishes of others and uses her authority to gain compliance. Sheila uses which conflict management style?
A.    Compromise
B.    Collaboration
C.    Accommodation
D.    Competition
19. Which of the following is the correct order of Maslow’s need from the lowest (lower-order-need) to the highest (higher-order-need)?
A.    Physiological, social, safety, self-actualization, and esteem
B.    Social, esteem, self-actualization, physiological and safety
C.    Physiological, safety, social, esteem, and self-actualization
D.    Safety, social, physiological, esteem and self-actualization
20. Content theories attempt to explain work behaviors based on _____________?
A.    Pathways to need satisfaction and the influence of blocked needs
B.    The impact of individual ethics on business decisions
C.    Perceptions on-the-job
D.    The relationship between values and attitudes
21. In the context of motivation, persistence refers to _________
A.    The different needs that and individual is trying to satisfy.
B.    The amount of effort a person puts forth
C.    And individuals choice when presented with a number possible alternatives
D.    The length of time a person sticks with a given action
22. Unlocking the full potential of teams and teamwork rich in diversity is one of the great advantages of high-performance organizations
A.    True
B.    False
23. Diversity offers a rich pool of information, talent, and varied perspectives that can help improve team problem solving and increase creativity
A.    True
B.    False
24. In general, chances for long-term group success are better when the group input foundations – tasks; goals, rewards, and resources, technology, membership diversity and group size – are stronger.
A.    True
B.    False
25. Eustress has a negative impact on both attitudes and performance.
A.    True
B.    False
26. Employee assistance programs are designed to provide help to employees who are experiencing personal problems and the stress associated with them
A.    True
B.    False
27. Job burnout manifests itself as a loss of interest in and satisfaction with a job due to stressful working conditions
A.    True 
B.    False 
28. In today’s modern organization the base foe power and politics rests on a system of authority. Which of the following statements about legitimacy regarding power is not correct?
A.    Senior managers may justify their lofty positions within organizations by separating themselves from stockholders
B.     In other societies higher authority does not have a bureaucratic or organizational reference but consists of those with moral authority such as tribal chiefs, religious leaders
C.    In firms the legitimacy of those at the top increasingly derives from their positions are representatives for various constituencies
D.    In U.S. firms higher authority denotes those close to the top of the corporate pyramid
29. Milgram designed experiments to determine the extent to which people ______
A.    Are willing to learn new things as a means of gaining expert power
B.    Obey the commands of an authority figure
C.    Are willing to use coercive power to gain influence
D.    Learn from personal failures
30. Which of the following statements about power and organizational politics is NOT correct?
A.    Few instances exist where individual and organizational interests are compatible
B.    Managers derive their power from personal and organizational sources
C.    Powers and politics always exist in organizations
D.    Power and politics represent the seamy side of management, since organizations are not democracies composed of individuals with equal influence
31. High-performance teams have special characteristics that allow them to excel at teamwork and achieve special performance advantages
A.    True
B.    False
32. High-performance teams have strong core values that help guide their attitudes and behaviors in directions consistent with the team’s purpose
A.    True
B.    False
33. A high-performing team can be created by finding ways to create early successes, establishing clear rules for team behavior, setting the tone in the first team meeting, and as a leader modeling expected behaviors.
A.    True
B.    False
34. Four of the CLT leadership dimensions are:
A.    Implicit, explicit, specific, detailed
B.    Autonomous, participative,  driven, focus-oriented
C.    Charismatic/value based, systematic, future orientation, performance driven
D.    Self-protective, autonomous, humane-oriented, team-oriented
35. All of the following statements about shared leaderships are correct except:
A.    The influence process often involves peer or lateral influence
B.    Leadership is restricted among a set of individuals who act in the role of a superior
C.    Leadership today is not restricted simply to the vertical influence of a single individual but to other people as well
D.    The key distinction between shared leadership and traditional models of leadership is that the influence process involves more than just downward influence of subordinates by an appointed elective leader
36.  All of the following statements about full-range leadership theory are true except:
A.    The approach is built around revisions to Bass’ Multifactor Leadership Questionnaire
B.    FRLT is fast becoming  the most commonly used leadership theory used by organizations
C.    The theory currently consists of nine factors including five transformational, three transactional one non-transactional factor
D.    Some scholars consider the FRLT as an approach that could serve as a general leadership model that would trim or eliminate the numerous models now emphasized today.
37. One of the foremost trends in management involves using information technology to streamline operations and reduce staff in order to lower costs and raid productivity
A.    True
B.    False
38. One of the foremost trends in management involves using _____________ to streamline operations and reduce staff in order to lower costs and raid productivity
A.    Just-in time inventory control
B.    Information technology
C.    Reengineering techniques
D.    Total quality management
39. The obvious organizational design response to uncertainty and volatility is to opt for a more _________ form
A.    Organic
B.    Bureaucratic
C.    Mechanistic 
D.    Centralized


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