Q1
The GLOBE study only sought to understand the attributes of leadership universally endorsed as relating to either effective or ineffective leadership across sampled countries
Question 2
Idea creation, initial experimentation, feasibility determination, and final application are the basic steps in a typical process of organizational innovation.
Answer True
False
Question 3
What is organizational culture? What is corporate culture? Is a firm s culture important? Why or why not?
Question 4
Which of the following is NOT one of the steps in Taylor Cox s five-step program for developing the multicultural organization?
Answer
the organization should develop pluralism with the objective of multibased socialization. | ||
the firm should disentangle its culture so that there are direct relationships between naturally occurring groups and particular jobs. | ||
the firm must integrate the informal networks by eliminating barriers and increasing participation. | ||
the organization should break the linkage between naturally occurring group identity and the identity of the firm. | ||
the organization must actively work to eliminate interpersonal conflict based on either the group identity or the natural backlash of the largest societally based grouping. |
Active Standards |
Question 5
One tradition in the analysis of organizational politics treats it as a necessary function resulting from differences in the self-interests of individuals. Which one of the following statements about this tradition is NOT accurate?
Answer
organizational politics is viewed as the art of creative compromise among competing interests. | ||
politics arise because individuals need to develop compromises, avoid confrontation, and live together. | ||
organizationally powerful individuals negotiate with others to establish the goals of the organization and the acceptable means for achieving them. | ||
managers seek their own goals or use means that are not currently authorized by the organization. | ||
organizational politics is the use of power to develop socially acceptable ends and means that balance individual and collective interests. |
Question 6
Managers of an acquired firm may hold values and assumptions that are quite inconsistent with those of the acquiring firm thereby creating a _____________.
Answer
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Question 7
In the context of internal integration, three important aspects of working together are: (a) deciding who is a member and who is not; (b) developing a formal agreement that specifies acceptable and unacceptable behavior; and (c) getting friends and enemies to collaborate with one another.
Answer True
False
Question 8
All of the following statements about spiritual leadership are correct EXCEPT:
Answer
spiritual leadership can be viewed as field of inquiry within the broader setting of moral leadership. | ||
spiritual leadership does not yet have a strong research base. | ||
spiritual leadership is a causal leadership approach for organizational transformation designed to create an intrinsically motivated, learning organization. | ||
spiritual leadership includes values, attitudes and behaviors required to intrinsically motivate self and others to have a sense of spiritual survival through calling and membership. | ||
spiritual leadership intrinsically motivates the self and others to experience meaning in their lives, believe they make a difference and feel understood and appreciated. |
Active Stan |
Question 9
____________ deals with questions such as: What is our unique identity? How do we view the world? Who is a member? How do we allocate power, status, and authority? How do we communicate? What is the basis for friendship?
Answer
Institutional adaptation. | ||
Internal integration. | ||
External adaptation. | ||
Systematic integration. | ||
Structural adaptation. |
Question 10
__________ power is the access to and/or the control of information.
Question 11
Servant leadership involves both owning one s personal experiences and acting in accordance with one s true self.
Answer True
False
Question 12
_______________ is an avoidance strategy in the politics of self-protection wherein the manager or employee adheres strictly to all the rules, policies, and procedures, and does not allow deviations or exceptions.
Question 13
The __________ strategy is likely to result in long-term and internalized change.
Answer
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Question 14
According to Chester Barnard, directives falling within the zone of indifference are obeyed, whereas those falling outside of it are not considered legitimate under the terms of the psychological contract.
Answer True
False
Question 15
When an organization attempts to move power down the hierarchy, it must also alter the existing pattern of __________.
Answer
personal power. | ||
individual power. | ||
special power. | ||
position power. | ||
exclusive power. |
Question 16
With regard to multiple-level leadership, the _____________calls for a much broader conception of leadership than does lower-level _______________.
Answer
above post; below post. | ||
leadership of; leadership in. | ||
over-direction; under-direction. | ||
leadership-over; leadership-under. | ||
over-guidance; under-guidance. |
Active Standards |
Question 17
Through a __________ change strategy, a change agent acts unilaterally to command change through the formal authority of his or her position, to induce change via an offer of special rewards, or to bring about change via threats of punishment.
Question 18
Of the three organizational domains of multiple-level leadership, the ______________ is at the bottom of the organization.
Answer
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Question 19
There are seven important aspects of position power: legitimate, reward, coercive, process, information, representative power and subordination.
Answer True
False
Question 20
Which of the following statements is NOT accurate with respect to organizational myths?
Answer
myths allow managers to govern. | ||
organizations should discourage the use of managerial myths. | ||
myths allow executives to redefine impossible problems into more manageable components. | ||
myths can facilitate experimentation and creativity. | ||
in many firms, the management philosophy is supported by a series of organizational myths. |
