ASHWORTH C15 ONLINE EXAM 7

Question 1 of 40

2.5/ 2.5 Points

Trust can be created by __________ .

A. communicating openly

B. sharing credit with others

C. reciprocating help from teammates

D. all of the above

Question 2 of 40

2.5/ 2.5 Points

According to one report, a new wave of race discrimination cases focuses on African Americans who feel they are being passed over for __________ .

A. disabled Americans

B. Hispanics

C. white Americans

D. Asian Americans

Question 3 of 40

2.5/ 2.5 Points

When the only rewards are for individual performance __________ .

A. team members are likely to compete with each other for the incentive pay

B. the employees' willingness to collaborate is undermined

C. the team's cohesiveness is undermined

D. all of the above

Question 4 of 40

2.5/ 2.5 Points

An effective team __________ .

A. does not enforce violations of norms with sanctions

B. operates with low levels of cohesiveness

C. exhibits independence among team members

D. trusts one another

Question 5 of 40

2.5/ 2.5 Points

Because people are attracted to others they believe are similar to themselves, there is a natural tendency for organizations to __________ .

A. become demographically homogeneous

B. become ethnocentric

C. become less cohesive

D. experience more conflict and tension

Question 6 of 40

2.5/ 2.5 Points

A diverse team may be able to find better solutions because of __________ .

A. the homogeneity of personality types

B. similar mindset

C. divergent thinking processes

D. similarity in conceptualizing problems

Question 7 of 40

2.5/ 2.5 Points

A belief among majority-group employees that their way of doing things, their values, and their norms are inherently superior to those of other groups is referred to as __________ .

A. ethnocentrism

B. a monoculture

C. segmented communication channels

D. a glass ceiling

Question 8 of 40

2.5/ 2.5 Points

The final stage of group development is __________ .

A. forming

B. storming

C. adjourning

D. performing

Question 9 of 40

2.5/ 2.5 Points

The task-facilitating role includes __________ .

A. using humor to put others at ease

B. recognizing the members' contributions

C. providing facts and data

D. exuding enthusiasm to motivate others

Question 10 of 40

2.5/ 2.5 Points

The relationship-building role includes __________ .

A. asking questions

B. providing good clarification

C. providing facts and data

D. exuding enthusiasm to motivate others

Question 11 of 40

0.0/ 2.5 Points

Developmental activities to improve diversity management include __________ .

A. diversity learning labs

B. apprenticeships

C. senior mentoring

D. all of the above

Question 12 of 40

0.0/ 2.5 Points

Which of the following is an example of gender differences in communication as presented by Deborah Tannen?

A. People tend to judge men for what they say and do while women are often judged by how they look and dress.

B. Men tend to engage in rapport talk while women engage in report talk.

C. Women tend to be direct when making requests and males tend to be more indirect.

D. Men have a greater information focus while women have more of an image focus.

Question 13 of 40

2.5/ 2.5 Points

The role of the team leader is __________ .

A. similar to that of a coach

B. providing feedback to team members

C. expressing a shared vision for the team

D. all of the above

Question 14 of 40

2.5/ 2.5 Points

Which of the following is a characteristic of a team?

A. shared leadership roles

B. variable input from members solicited by the group leader

C. individual work assignments

D. all of the above

Question 15 of 40

2.5/ 2.5 Points

A diversity program __________ .

A. is a political solution to societal ills

B. is another name for affirmative action

C. recognizes an organization's need to employ women and minorities in order to succeed

D. is a government-mandated program

Question 16 of 40

2.5/ 2.5 Points

Which is not one of the stages of team development?

A. forming

B. dorming

C. storming

D. adjourning

Question 17 of 40

2.5/ 2.5 Points

A challenge presented to HR managers and companies by diversity programs is that __________ .

A. white males may view a program as a threat to their own opportunities for advancement

B. the perception of special treatment may undermine the formal procedures, policies, and enforcement mechanisms of the diversity program

C. women and minorities in positions of authority may not receive as much respect from their subordinates and colleagues as do white men

D. all of the above

Question 18 of 40

2.5/ 2.5 Points

Lower-level managers and employees are likely to take diversity seriously if senior executives are __________ .

A. giving diversity management a high priority

B. taking an active role in diversity management

C. attending multiple meetings on diversity issues

D. all of the above

Question 19 of 40

2.5/ 2.5 Points

As organizations become more diverse __________ .

A. mistrust and a lack of understanding may lead to decreasing cooperation among employees

B. it may cause stress and interpersonal friction

C. it may become more difficult to reach agreement on issues

D. all of the above

Question 20 of 40

2.5/ 2.5 Points

Which of the following is a potential problem that can emerge when there is increasing employee diversity?

A. pressures toward homogenization

B. lower cohesiveness

C. interpersonal conflict and tension

D. all of the above

Part 2 of 2 - Lesson 5 Questions 47.5/ 50.0 Points

Question 21 of 40

2.5/ 2.5 Points

According to Herzberg, a raise is a(n. __________ .

A. motivator

B. intrinsic reward

C. hygiene

D. reinforcer

Question 22 of 40

2.5/ 2.5 Points

Hackman and Oldham suggest that the critical psychological states that affect personal and work-related outcomes are more likely to be present when jobs are designed so that employees __________.

A. utilize a variety of skills

B. are responsible for completion of a whole, identifiable piece of work

C. enjoy autonomy and discretion in decision making

D. all of the above

Question 23 of 40

2.5/ 2.5 Points

An approach to goal setting that allows the firm to implement overall organizational objectives by breaking them down into specific objectives assigned to different units and individuals in the firm in a cascading fashion is referred to as __________ .

A. reinforcement theory

B. path-goal theory

C. MBO

D. attribution theory

Question 24 of 40

2.5/ 2.5 Points

Which power base does not have to actually be used to exert influence?

A. coercive

B. legitimate

C. referent

D. expert

Question 25 of 40

2.5/ 2.5 Points

The view that having the strength to act in a particular way depends on people's beliefs that their actions will produce outcomes they find valuable and attractive is the basis of __________ .

A. equity theory

B. attribution theory

C. expectancy theory

D. path-goal theory

Question 26 of 40

2.5/ 2.5 Points

Which of the following is not a need theory of motivation?

A. Maslow's hierarchy

B. Alderfer's ERG theory

C. McClelland's Need theory

D. House's path-goal theory

Question 27 of 40

2.5/ 2.5 Points

The two dimensions of leadership studied in the Ohio State research were __________ .

A. consideration and initiating structure

B. production-oriented and employee-oriented behaviors

C. concern for production and concern for people

D. team management and country club management

Question 28 of 40

0.0/ 2.5 Points

The Ohio State University and the University of Michigan studies took which approach to understanding leadership?

A. the behavioral approach

B. the trait approach

C. the situational approach

D. the managerial grid

Question 29 of 40

2.5/ 2.5 Points

According to Theory X as proposed by Douglas McGregor __________ .

A. employees prefer to be directed or told what to do

B. work can be enjoyed as much as rest or play

C. given the opportunity, the average employee will eagerly accept and seek responsibility

D. employees are capable of exercising self-control and acting independently if they are committed to achieving organizational goals

Question 30 of 40

2.5/ 2.5 Points

According to Blake and Mouton, the impoverished manager is __________ in concern for people and __________ in concern for production.

A. high; high

B. low; low

C. high; low

D. low; high

Question 31 of 40

2.5/ 2.5 Points

When others derive satisfaction by identifying with Mary, she has which type of power?

A. coercive

B. legitimate

C. referent

D. expert

Question 32 of 40

2.5/ 2.5 Points

Which reinforcement technique is Deanna using if she complains about Jeff's lack of work effort and stops only when he picks up the pace?

A. positive reinforcement

B. negative reinforcement

C. extinction

D. punishment

Question 33 of 40

2.5/ 2.5 Points

Which of the following is a characteristic of someone with a high need for achievement as described by David McClelland?

A. the need to accomplish things

B. desire to be liked by others

C. desire to influence or control others

D. desire to establish close interpersonal relationships

Question 34 of 40

2.5/ 2.5 Points

Which of the following is not a linkage in expectancy theory?

A. effort-performance

B. performance-outcome

C. cognitive dissonance

D. valences

Question 35 of 40

2.5/ 2.5 Points

To be most effective and motivate people, goals should be __________ .

A. unattainable to require people to stretch

B. specific, quantifiable, and measurable

C. intangible to allow for flexibility

D. all of the above

Question 36 of 40

2.5/ 2.5 Points

Which reinforcement technique is Matt using if he praises his subordinate for a job well done?

A. positive reinforcement

B. negative reinforcement

C. extinction

D. punishment

Question 37 of 40

2.5/ 2.5 Points

The approach to understanding leadership that attempts to find a personality profile that distinguishes leaders from non-leaders is __________ .

A. the behavioral approach

B. the trait approach

C. the situational approach

D. the production-centered approach

Question 38 of 40

2.5/ 2.5 Points

The key difference between Maslow's and Alderfer's theories is __________ .

A. Alderfer collapses five needs to three

B. according to Alderfer, all three need categories can operate simultaneously

C. Alderfer's view of needs is less universally valid than Maslow's

D. Alderfer assumes a rigid hierarchy whereas Maslow does not

Question 39 of 40

2.5/ 2.5 Points

Which of the following is true concerning leaders and managers?

A. All managers are leaders; all leaders are not managers.

B. Not all leaders are managers; not all managers are leaders.

C. All managers are leaders; all leaders are managers.

D. Not all leaders are managers; all managers are leaders.

Question 40 of 40

2.5/ 2.5 Points

__________ exercise influence in a more informal manner while __________ occupy formal decision-making positions.

A. Managers; supervisors

B. Leaders; managers

C. Managers; leaders

D. Top executives; managers