Wk 5 - Apply Summative Assessment Organizational Culture and Performance Exam

MGT 312T Wk 5 - Apply: Summative Assessment: Organizational Culture and Performance Exam [due Day 7]

MGT 312 Organizational Behavior For Managers

Question 1

When Kenyatta, a manager in a department store, tells her staff to do something and states that she is the boss and therefore everyone must do as asked, she is trying to use which of these to influence the staff’s behavior?

A. Personal power

B. Coercive power

C. Legitimate power

D. Reward power

Question 2

Manny has always been driven by the need to work more efficiently, solve problems, and master complex tasks. According to David McClelland’s manifest needs theory, Manny is most likely driven by a need for which of these?

A. Safety, because Manny likely has the need to perform well to feel secure in his job

B. Affiliation, because Manny likely has a need to perform well to build strong relationships and trust

C. Achievement, because Manny likely has a need to feel accomplished and productive

D. Power, because Manny likely has a need to perform work that significantly contributes to his organization’s goals

Question 3

Ralph makes it a point to always offer help to his team members in technical areas in which he is skilled and knowledgeable. His team trusts his judgment and together they are one of the most productive units in the company. What type of power does Ralph exert?

A. Referent power, as his team members see him as a mentor

B. Expert power, as his team members value his technical knowledge and skills

C. Legitimate power, as he is the go-to team member that the employees reach out to

D. Coercive power, as he is capable of reporting incompetence and insubordination to his boss

Question 4

Which of the following is an example of social facilitation?

A. A lack of preparedness motivates a novice, nervous speaker to perform better.

B. People work together via computer networks.

C. A team achieves more together than they would individually.

D. An athlete runs faster when running with other athletes than when running alone.

E. People work less hard in teams than they would individually.

Question 5

Ravi works as a social worker at a local hospital. He loves his job and derives great satisfaction from feeling as though he has helped others and made a difference in the community. Ravi is driven by which of these?

A. Performance-contingent pay, because he is likely compensated for the more people he helps in his job

B. Intrinsic motivation, because it likely provides him internal satisfaction and contentment to help others

C. Gainsharing rewards, because he likely receives recognition in exchange for his strong support of his patients

D. Unexpected rewards, because he likely receives professional benefits in exchange for his good performance

Question 6

As a team gets larger, which of the following things tend to happen? Select all that apply.

A. Coordination of the team members becomes more difficult.

B. Turnover and absenteeism decrease.

C. Satisfaction of the team members dips.

D. Social loafing increases.

E. Communication problems often set in.

Question 7

Samantha stated that she does not like her coworker, Mary. Samantha said, “Mary always rubs me the wrong way.” What type of conflict is Samantha experiencing with Mary?

A. Emotional, because it involves negative interpersonal feelings between the two employees

B. Relational, because the conflict is a clash between two different personalities

C. Substantive, because Samantha’s feelings about Mary have the potential to lead to a work disagreement

D. Indigenous, because the conflict is not based upon a relevant issue

Question 8

When Kris rates Jamie on several different dimensions and gives a similar rating for each dimension, even though Jamie’s performance declined in two areas, which of these errors has occurred?

A. Halo error, because Kris is likely focusing on Jamie’s extremely strong performance on the most important area of her job yet overlooking poor performance in all other areas

B. Leniency error, because Kris is likely providing similar performance ratings for all employees on the team

C.Recency error, because Kris is likely only viewing Jamie’s recent performance over the last quarter rather than the entire fiscal year

D.Personal bias error, because Kris likely has a strong working relationship with Jamie

Question 9

Mary is able to call on her networks both inside and outside the organization for support in getting things done and in meeting her goals. Which of the following powers does Mary possess?

A. Information power, because Mary is likely in a leadership position and can influence others with her position and status

B. Association power, because Mary likely built strong relationships with key leaders and decision makers inside and outside her organization

C. Connection power, because Mary likely built strong working relationships with networks inside and outside her organization

D. Referent power, because Mary’s networks likely see her as a role model and want to maintain their relationship with her

Question 10

During a conflict situation, Kyle is cooperative but unassertive with his employees. He tries to smooth over their differences, but it only produces a false sense of harmony among them. Which type of conflict management style is Kyle using?

A. Accommodation: Kyle is trying to lessen the differences of the conflict and ignore the challenges

B. Compromise: Kyle is trying to create a sense of harmony without providing a valuable solution for both parties

C. Collaboration: The false sense of harmony is an effective temporary solution

D. Avoidance: Kyle and the parties involved are being passive with the issue

Question 11

Before a client visit, a manager holds a meeting with his subordinates to get their input and consensus on what they should talk about with the clients and how the team can get more business from them. Which type of decision method is this an example of?

A. Intuitive

B. Team

C. Authority

D. Minority

E. Consultative

Question 12

In a department meeting, Jamira challenges her manager, Shivana, to rethink the decision to close two major client accounts. Aimed at being constructive, Jamira offers her rationale and some alternative strategic direction options. Which resistance strategy is Jamira engaging in? Based on this strategy, how is her manager likely to rate her on a future performance review?

A. Dysfunctional resistance; she will likely receive negative ratings

B. Forceful resistance; she will likely receive positive ratings

C. Constructive resistance; she will likely receive positive ratings

D. Control; she will likely receive negative ratings

Question 13

Stella, a librarian, likes to plan interactive workshops for the staff in her library. The workshops are aimed at developing team spirit and a sense of belonging among the members. According to Lawrence and Nohria’s model of motivation, which of the following emotional drives most likely motivates Stella?

A. The drive to bond

B. The drive to defend

C. The drive to acquire

D. The drive to comprehend

Question 14

An executive makes salary increase recommendations for key personnel by simply adjusting their current base salaries by a percentage amount. This is an example of which heuristic?

A. Anchoring and adjustment heuristic: The decision for the increase was likely based upon a previously established researched market value and simply used for increases moving forward

B. Representativeness heuristic: The decision for the increase was likely based upon the executive’s familiarity with other organizations’ salary increase practices

C. Incremental change heuristic: The decision for the increase was likely based on slightly increasing the percentage

D. Availability heuristic: The decision for the increase was likely based on repeating the same percentage increase from prior years

Question 15

Abby offers pay raises, bonuses, special assignments, and compliments as incentives to her subordinates. Which power does she exert in the given situation?

A. Reward power, as these incentives are used to encourage positive outcomes

B. Expert power, as she has a deeper understanding of the organization’s strategies

C. Coercive power, as these incentives are used to discourage poor work performance

D. Legitimate power, as she is the senior manager