MGT 2010 SET 3

1.

The essence of __________ is looking ahead, understanding the environment and the organization, effectively positioning the organization for competitive advantage in changing times, and then achieving it. A. Managerial planning. B. Strategic management C. Problem solving. D. Portfolio planning. E. Environmental scanning. Ans: B Response: Page 209 Difficulty: Easy Ref: Strategic Management

2,

The major responsibilities of the strategic management process include: A. Strategy formulation. B. Strategy implementation. C. Strategy analysis. D. A and B. E. A, B and C. Ans: D Difficulty: Easy Ref: Strategic Management

3.

Strategy formulation is ______________. A. a set of processes used to create new strategies by evaluating existing strategies and changes in the organizational environment. B. the method by which strategies guide resource allocation. C. the same as goal development. D. also called corporate-level strategy. E. a form of functional strategy. Ans: B Difficulty: Moderate Ref: Strategic Management

4.

Strategy analysis is _____________. A. the process used to analyze the organization, existing strategies and changes in the organizational environment, and the organizations competitive position and strategies. B. the method by which strategies guide resource allocation. C. the same as goal development. D. also called corporate-level strategy. E. a form of functional strategy. Ans: A Difficulty: Moderate Ref: Strategic Management

4.

__________ refer(s) to an organizations basic reason for existence in society. A. Core values. B. Competitive advantage. C. Strategic objectives. D. Mission. E. Strategic advantage. Ans: D Difficulty: Easy Ref: Essentials of Strategic Analysis

5.

The starting point in formulating strategies is usually A. a SWOT analysis. B. goal implementation. C. operational plans. D. a mission statement. E. a control function. Ans: A Difficulty: Moderate Ref: Essentials of Strategic Analysis

6.

__________ is the process of arranging people and other resources to work together to accomplish a goal. A. Planning. B. Organizing C. Controlling. D. Leading. E. Strategizing. Ans: B Difficulty: Easy Ref: Organizing as a Management Function

7.

When the whole is greater than the sum of the individual parts, a special benefit of teamwork occurs. This special benefit is known as __________. A. A quality circle. B. Group dynamics. C. Team building. D. Cohesiveness. E. Synergy. Ans: E Difficulty: Moderate Ref: Teams in Organizations

8.

__________ is a temporary group created to solve a specific problem. A. A task force. B. A functional group. C. A quality control circle. D. An autonomous work group. E. A command group. Ans: A

Difficulty: Easy Ref: Trends in the Use of Teams 9. An effective team is defined as one that __________. A. Achieves and maintains high levels of task performance. B. Achieves and maintains member satisfaction. C. Remains viable for the future. D. All of the above. E. None of the above. Ans: D Difficulty: Easy Ref: How Teams Work 10. Decision by __________ occurs when one idea after another is suggested without discussing them, and then the team finally accepts an idea without any critical evaluation. A. Majority rule. B. Lack of response. C. Authority rule. D. Consensus. E. Minority rule. Ans: B Difficulty: Easy Ref: Decision Making in Teams 11. The idea of a psychological contract between an individual and an organization suggests that the individual __________ in exchange for __________. A. Makes commitments ... power. B. Makes contributions ... inducements. C. Provides performance ... contributions. D. Offers inputs ... outputs. E. Makes sacrifices ... money. Ans: B Difficulty: Hard

Ref: Perception
12. Which of the following statements about the personality trait of extroversion is/are accurate? A. Extroversion is the degree to which someone is outgoing, sociable, and assertive. B. An introvert is comfortable and confident in interpersonal relationships. C. An extrovert is more withdrawn and reserved in interpersonal relationships. D. A and B. E. A and C. Ans: A Difficulty: Hard

Ref: Personality
13. 160. The __________ component of an attitude reflects a belief or opinion. A. Normative. B. Cognitive. C. Affective.

D. Perceptual. E. Behavioral. Ans: B Difficulty: Easy Ref: Attitudes 14. _________are generalized positive and negative feelings or states of mind that may persist for some time A. Stressors B. Emotions C. Moods D. Attitudes E. Stereotypes Ans: C Difficulty: Easy Ref: Emotions, Moods, and Stress 15. A(n) _________ is an unfulfilled physiological or psychological desire. A. Need B. Career C. Attitude D. Reward E. Job Ans: A Difficulty: Easy Ref: Individual Needs and Motivation 16. Kathy notices that most of her coworkers take extended lunch breaks. Kathy doesnt do this, but feels she is therefore justified in working a little less hard during the day. Kathys decision to work less hard is best explained by the __________ theory of motivation. A. Expectancy. B. Equity. C. Two-factor. D. Goal-setting. E. Acquired needs. Ans: B Difficulty: Hard Ref: Process Theories of Motivation 17. According to the equity model of motivation, which of the following is incorrect? A. Perceived inequity occurs whenever a person feels that the rewards received for his/her work efforts are unfair given the rewards others appear to be getting for their work efforts. B. Perceived equity occurs whenever a person perceives that his/her personal rewards/inputs ratio is equivalent to the rewards/inputs ratio of a comparison other. C. People who feel underpaid will increase their work efforts in order to increase their compensation. D. People who feel underpaid experience a sense of anger. E. People who feel overpaid experience a sense of guilt.

Ans: C Difficulty: Hard Ref: Process Theories of Motivation 18. __________ argues that work motivation is determined by individual beliefs regarding effortperformance relationships and the desirability of possible rewards and other work-related outcomes. A. Equity theory. B. Goal-setting theory. C. Process theory. D. Expectancy theory. E. Content theory. Ans: D Difficulty: Easy Ref: Process Theories of Motivation 19. In the expectancy theory of motivation, the value the individual assigns to possible rewards and other work-related outcomes is called __________. A. Instrumentality. B. Valence. C. Expectancy. D. The multiplier effect. E. Comparable worth. Ans: B Difficulty: Easy Ref: Process Theories of Motivation 20. What is another name for self-efficacy theory? A. Social learning Theory B. Maslows Hierarchy of Needs Theory C. Alderfers ERG Theory D. The interactive Social Contract Theory Ans: A Difficulty: Easy Ref: Process Theories of Motivation 21. Jobs high in the five core job characteristics are considered enriched. Enriched jobs should, but may not necessarily, result in a job outcome of: A. High internal work motivation B. High growth satisfaction C. High general job satisfaction D. High work effectiveness E. All of the above Ans: E Difficulty: Hard Ref: Motivation and Job Design 22. Which of the following statements accurately describes communication effectiveness? A. Effective communication occurs when the senders intended message and the receivers interpreted meaning of that message are identical.

B. Effective communication occurs when the receiver (subordinate) does exactly what the sender (supervisor) wants. C. Effective communication means there are no wasted words or gestures. D. Effective communication is the same as efficient communication. E. Effective communication occurs when minimal time is spent in the communication process. Ans: A Difficulty: Hard Ref: The Communication Process 23. Leading is related to the other management functions. Specifically, __________ sets the direction and objectives; __________ brings the resources together to turn plans into action; __________ builds the commitments and enthusiasm needed for people to apply their talents fully to help accomplish plans; and __________ makes sure things turn out right. A. Planning leading organizing controlling. B. Leading planning organizing controlling. C. Planning organizing leading controlling. D. Organizing planning leading controlling. E. Leading organizing planning controlling. Ans: C Difficulty: Hard Ref: The Nature of Leadership 24. __________ is concerned with the recurring pattern of behaviors exhibited by a leader. A. Behavioral leadership theory. B. Situational control. C. Supportive leadership. D. Leadership style. E. Democratic leadership. Ans: D Difficulty: Easy Ref: Leadership Traits and Behaviors 25. The basic premise of Fiedlers contingency theory is that leadership success depends on __________. A. The managers relationship with the employees. B. The managers ability to change styles, given the situation. C. The match between leadership style and situational demands. D. The personality of the manager and the employees. E. The managers knowledge of the work situation. Ans: C Difficulty: Moderate Ref: Contingency Approaches to Leadership 26. 27. 28.

ESSAY QUESTIONS
QUESTION 1 Identify and describe the basic types of teams that exist within organizations. Ans: The basic types of teams that are used in organizations include committees, project teams and task forces, cross-functional teams, employee involvement teams, virtual teams, and selfmanaging work teams. Each of these teams is described below: A committee brings people together outside of their daily job assignments to work in a small team for a specific purpose. The task agenda is typically narrow, focused, and ongoing A committees membership may change over time even as the committee remains in existence. Project teams or task forces bring together people from various parts of an organization to work on common problems, but on a temporary rather than permanent basis. Official tasks are very specific and time defined. A task force or project team disbands once the stated purpose has been accomplished A cross-functional team has members who come from different functional units to work on a specific problem or task, and to do so with the needs of the whole organization in mind. These teams share information, explore new ideas, seek creative solutions, meet project deadlines, and are not limited by purely functional concerns and demands. Employee involvement teams are groups of workers who meet on a regular basis outside of their formal assignments, with the goal of applying their expertise and attention to continuous improvement. Virtual teams are teams of people who work together and solve problems through largely computer-mediated rather than face-to-face interactions. Self-managing work teams are teams of workers whose jobs have been redesigned to create a high degree of task interdependence, and who have been given authority to make many decisions about how they do the required work. The self-management responsibilities include planning and scheduling work, training members in various tasks, sharing tasks, meeting performance goals, ensuring high quality, solving dayto-day operating problems and, in some cases, hiring and firing team members. Difficulty: Moderate Ref: Trends in the Use of Teams

QUESTION 2 What is job performance? What are the key factors involved in individual job performance and how are they related to one another in influencing individual performance? Ans: Job performance is the quantity and quality of task accomplishments by an individual or group at work. Individual job performance can be described with the individual performance equation, which is: Performance = Ability x Support x Effort. This equation clearly indicates that if high performance is to be achieved in any work setting, the individual contributor must possess the right abilities, have the necessary support, and work hard at the task. Each performance component is essential; without any one component, performance will be low due to the multiplicative relationship that exists among ability, support, and effort. Performance begins with ability it establishes an individuals capacity to perform at a high level of accomplishment. Performance requires support to fully utilize their abilities workers need sufficient resources, clear goals and directions, freedom from unnecessary rules and job constraints, appropriate technologies, and performance feedback. Performance involves effort the willingness to work hard at a task is an essential component of the high-

performance workplace. However, the decision to exert work effort rests squarely on the individual alone. Difficulty: Moderate Ref: Attitudes

QUESTION 3
Describe the key concepts in the expectancy theory of motivation. How do these concepts explain the level of motivation that a person may display at work? Ans: According to expectancy theory, work motivation depends on the relationships among the following three factors: Expectancy (also called the effort-performance expectancy) is a persons belief that working hard will result in a desired level of task performance being achieved. Instrumentality (also called the performance-outcome expectancy) is a persons belief that successful task performance will be followed by rewards and other potential outcomes. Valence is the value a person assigns to possible rewards and other work-related outcomes. The relationship between motivation and the three factors expectancy, instrumentality, and valence can be expressed as an equation: M=ExIxV where M = motivation, E = expectancy, I = instrumentality, and V = valence. This multiplier effect implies that for motivation to be high, expectancy, instrumentality, and valence must be high, and valence must be positive. Conversely, if expectancy is low (the person feels he or she cant perform), instrumentality is low (the person is not confident performance will be rewarded), and/or valence is low or negative (the reward is not valued), motivation will be low.

Difficulty: Moderate Ref: Process Theories of Motivation

QUESTION 4
Explain emotional intelligence and its components. How would you evaluate your personal competency with respect to the components of emotional intelligence? How might a persons level of emotional intelligence influence his/her effectiveness as a leader? Ans: Emotional intelligence (EI) is both the ability to understand emotions in ones self and others and the ability to use that understanding to guide behavior. There are five components of emotional intelligence in which people should strive to develop competency. The students should evaluate themselves against these components, which are: Self-awareness the ability to understand ones own moods, emotions, and drives, and how they affect others. Self-regulation the ability to think before acting and to control disruptive impulses or moods. Motivation the ability to work for more than money or status, and to work with perseverance and high energy. Empathy the ability to understand the emotions of other people and deal with others according to their emotional states. Social skill the ability to manage relationships, build interpersonal networks, and establish social support.

Technical (or knowledge-based) skills and cognitive (or analytical) skills are threshold or baseline capabilities for leadership. Leadership excellence depends on emotional intelligence in addition to these threshold capabilities. Thus, a persons effectiveness as a leader will be diminished if he/she does not possess sufficient emotional intelligence in addition to technical and cognitive skills. Difficulty: Hard Ref: Issues in Leadership Development