QUESTION 17 Negotiation is the process of making joint decisions when the partie
ID: 454000 • Letter: Q
Question
QUESTION 17
Negotiation is the process of making joint decisions when the parties involved have similar preferences.
True
False
1.25 points
QUESTION 18
_____ focuses on win-lose claims made by each party for certain preferred outcomes.
Principled negotiation
Substantive negotiation
Collaborative negotiation
Distributive negotiation
Integrative negotiation
1.25 points
QUESTION 19
A lack of communication transparency is evident when managers try to hide information and restrict access to it by organizational members.
True
False
1.25 points
QUESTION 20
According to McClelland, people with a high need for power:
put their competencies to work.
must be able to master complex tasks.
behave in ways that have a clear impact on other people.
seek satisfying interpersonal relationships.
take moderate risks in competitive situations.
1.25 points
QUESTION 21
Which of the following is an advantage of a divisional structure?
Reduced costs because of common resources and efforts across divisions
No scope for unhealthy rivalries within the organization
Expertise focused on specific customers, products, and regions
Emphasis on the goals of the organization as a whole
Economies of scale with efficient use of resources
1.25 points
QUESTION 22
A person with a Type A personality:
never interrupts the speech of others.
is oriented toward extreme patience.
believes in taking breaks during work.
believes in doing one task at a time.
is oriented toward extreme achievement and perfectionism.
1.25 points
QUESTION 23
Which of the following is an integrating device used to help manage conflicts between groups?
Rearranging facilities, work space, or workflows
Making more resources available to everyone
Transferring one or more of the conflicting parties
Changing reward systems
Setting up cross-functional teams
1.25 points
QUESTION 24
Which of the following is involved in the HRM task of developing a quality workforce?
Employee recruitment
Employee selection
Employee orientation
Retention and turnover
Compensation and benefits
1.25 points
QUESTION 25
Which of the following is a symptom of groupthink?
Emphasis on centralized communication
Decrease in team size
Self-serving behavior
High team diversity
Illusions of invulnerability
1.25 points
QUESTION 26
Wendy was against the use of animals for testing cosmetics. She believed that it amounted to cruelty toward animals. She worked in a particular organization that was known for using alternative testing methods. When a special investigative team revealed that the firm actually used animals for testing purposes, she experienced a psychological discomfort. This discomfort that Wendy experienced is an example of _____.
constructive stress
workplace rage
cognitive dissonance
mood contagion
destructive stress
1.25 points
QUESTION 27
The _____ overestimates internal factors and underestimates external factors as influences on someone's behavior.
stereotyping effect
self-serving bias
fundamental attribution error
halo effect
projection error
1.25 points
QUESTION 28
Michael has been a manager at Rexgen Systems for two years. He is known to be a risk-taker and always waits for the next big project. He is a hard worker and takes initiative to handle critical issues. Michael is a _____.
passive manager
change leader
benevolent autocrat
status quo manager
group thinker
1.25 points
QUESTION 29
Which of the following management traits would a laissez-faire leader have?
Low concern for people; high concern for production
Balanced and equal concern for people and production
Low concern for production; low concern for people
High concern for people; low concern for production
High concern for production; high concern for people
1.25 points
QUESTION 30
Stock options:
offer workers to purchase stock in their employing companies whenever they chose to.
are nonmonetary forms of compensation.
provide one-time or lump-sum payments to employees who meet specific performance targets.
give an owner the right to buy shares of stock at a future date at a fixed price.
do not lose value even if the stock price ends up lower.
1.25 points
QUESTION 31
In McClelland's view, the successful executive is likely to possess a high need for social power that is greater than an otherwise strong need for affiliation.
True
False
1.25 points
QUESTION 32
A manager who is cooperative and assertive, and is trying to fully satisfy everyone's concerns by working through their differences, is an adherent of the _____ approach to conflict management.
avoidance
competition
collaboration
compromise
accommodation
1.25 points
QUESTION 33
Which of the following best describes a committee?
It is designated to work on a special task on a continuing basis.
It is a team whose members work and solve problems through computer-based interactions.
It is a team whose members have the tendency to avoid responsibility by “free-riding” in groups.
It is unofficial and emerges from relationships and shared interests among members.
It is convened for a specific purpose and disbands when its task is completed.
1.25 points
QUESTION 34
Kenneth is a manager who prioritizes efficiency over everything else. To achieve this he micromanages his workers and assigns them their tasks. He doesn't allow his employees to make independent decisions or participate in the decision making process. What leadership style does Kenneth follow?
Directive leadership
Autocratic leadership
Laissez-faire leadership
Servant leadership
Achievement-oriented leadership
1.25 points
QUESTION 35
The evaluation purpose of performance appraisal focuses on future performance.
True
False
1.25 points
QUESTION 36
Which of the following is true of people high on conscientiousness?
They are often procrastinators.
They tend to be laid back.
They are always overachievers.
They always feel guilty about taking breaks.
They are self-disciplined.
1.25 points
QUESTION 37
Under selective perception, information that makes us uncomfortable is screened out; comfortable information is allowed in.
True
False
1.25 points
QUESTION 38
Locke's goal-setting theory states that task goals can be motivating when they are set through participatory means.
True
False
1.25 points
QUESTION 39
In a restricted communication network:
all team members communicate directly with one another.
activities are coordinated and results pooled by a central point of control.
all members of a team contribute helpful task and maintenance behaviors.
polarized subgroups contest one another and may even engage in conflict.
self-serving behaviors that interfere with team effectiveness are promoted.
1.25 points
QUESTION 40
When a leader practices an autocratic style of leadership, he or she:
acts with a “do the best you can and don't bother me” attitude.
lets team members make decisions.
shows little concern for a task.
acts in a command-and-control fashion.
emphasizes people over tasks.
1.25 points
QUESTION 41
An authority-obedience manager focuses on _____.
minimum effort to get work done
people's needs and building relationships
building participation and support for a shared purpose
balancing work output and employee morale
efficiency of tasks and operations
1.25 points
QUESTION 42
Higher levels of early job satisfaction, greater trust in an organization, and less inclination to quit prematurely are among the expected benefits of traditional recruitment practices.
True
False
1.25 points
QUESTION 43
Self-serving bias creates a false sense of confidence.
True
False
1.25 points
QUESTION 44
The finance and accounts team members in a company who are Europeans believe that they are the most important contributors to the organization. Which of the following concepts is best illustrated by this example?
Generational subcultures
Structural integration
Leaking pipeline problem
Pluralism
Ethnocentrism
1.25 points
QUESTION 45
_____ refers to anything that interferes with the effectiveness of communication.
Obscurity
Haphazardness
Fluctuation
Noise
Deviation
1.25 points
QUESTION 46
_____ is a reinforcement strategy that discourages behavior by making the removal of a desirable consequence contingent on its occurrence.
Extinction
Negative reinforcement
Positive reinforcement
Punishment
Vicarious modeling
1.25 points
QUESTION 47
_____ takes place through gestures and body language.
Nonverbal communication
Communication transparency
Credible communication
Information filtering
Active listening
1.25 points
QUESTION 48
_____ are intended to gather feedback from multiple sources in order to provide a comprehensive evaluation of an employee's performance.
360-degree appraisals
Trait-based performance appraisals
Results-based performance appraisals
Behavior-based performance appraisals
Critical-incident techniques
1.25 points
QUESTION 49
Which of the following is a horizontal structure that brings together members from different departments such as marketing, production, and accounting?
Divisional structure
Cross-functional team
Product-oriented team
Functional structure
Process structure
1.25 points
QUESTION 50
A matrix structure is characterized by poor customer service.
True
False
1.25 points
QUESTION 51
Which of the following is an invisible barrier to advancement by women and minorities in organizations?
Glass ceiling
Ethnocentrism
Generational subcultures
Revolving door
Multiculturalism
1.25 points
QUESTION 52
The law of immediate reinforcement states that:
an instant delivery of a reward after the occurrence of a desirable behavior enhances the reinforcing value of the reward.
a punishment should be administered in private.
a satisfied need can become activated when a higher level need is blocked.
a behavior that results in a pleasant outcome is likely to be repeated.
a satisfied need does not motivate behavior.
1.25 points
QUESTION 53
Highly cohesive teams have a tendency of losing their critical evaluative capabilities.
True
False
1.25 points
QUESTION 54
_____ involves a neutral third party who tries to improve communication between negotiating parties and keep them focused on relevant issues.
Avoidance
Structural negotiation
Mediation
Bargaining
Collective bargaining
1.25 points
QUESTION 55
While interviewing candidates for a job vacancy, an interviewer asked different questions with varying degrees of difficulty to different candidates. No pre-established list of questions was used during the interview. The interview described in this case is most likely to be an example of a(n) _____ interview.
behavioral
operational
structured
unstructured
situational
1.25 points
QUESTION 56
Which of the following is a disadvantage of informal structures?
They are typified by the presence of complex formal communication flows.
They are characterized by the existence of “in” and “out” groups.
They are characterized by too many vertical layers of management.
They have very centralized systems that restrict employee freedom.
They discourage informal learning as people work and interact together throughout the workday.
1.25 points
QUESTION 57
A status quo leader is a change leader who is forward-looking, proactive, supportive of new ideas, and open to criticism.
True
False
1.25 points
QUESTION 58
Which of the following is an example of physical distractions in communication?
Mixed messages
Loss of meaning through translation
Information filtering
Language barrier
Lack of privacy
1.25 points
QUESTION 59
The telling style of leadership has a _____ feature.
low-task, low-relationship
high-task, high-relationship
high-task, low-relationship
low-task, high-relationship
constantly changing task-relationship
1.25 points
QUESTION 60
The revenues of Venus Media Inc. were low for the past few months. The marketing department of the firm believed that the financial meltdown in the nation was the primary reason for the poor performance of the firm. It failed to consider any other reason put forth by the other departments. Which of the following perceptual tendencies is displayed in this case?
Stereotype
Self-serving bias
Projection
Selective perception
Fundamental attribution error
1.25 points
QUESTION 61
Which of the following is true of a formal structure?
A formal structure consists of vertical layers of management.
Formal structures are characterized by the existence of “in” and “out” groups.
Formal structures work only in organizations with diverse operations that extend across many products, customers, and work processes.
Lines in a formal structure are drawn from person to person according to frequency and type of relationship maintained.
The lines of the formal structure cut across levels and move from side to side.
1.25 points
QUESTION 62
Feedback is useful and constructive as long as it satisfies some personal need of the sender.
True
False
1.25 points
QUESTION 63
A _____ structure has a central core of full-time employees surrounded by outside contractors and partners that supply essential services.
network
functional
team
divisional
matrix
1.25 points
QUESTION 64
Which of the following is true of conscientiousness?
Conscientiousness decreases performance in training programs.
Conscientiousness is the extent to which a person exhibits a high-Mach personality.
The job performance of conscientious individuals always tends to decrease over time.
Conscientiousness improves the job knowledge of employees.
Conscientious individuals pay less attention to the details of their jobs.
1.25 points
QUESTION 65
Centralized communication networks work better on simple tasks.
True
False
1.25 points
QUESTION 66
Perceiving work style refers to:
focusing on details while working.
relying on rules and regulations while working.
focusing on details while gathering data.
acting with order and control while working.
acting with flexibility and spontaneity while working.
1.25 points
QUESTION 67
Zack Books Ltd., an international library headquartered in Alabama, has many branches across different countries. It uses information technology to be in regular contact with its various outside suppliers of books and magazines. Which of the following organizational structures is being used by the library?
Functional structure
Divisional structure
Team structure
Network structure
Matrix structure
1.25 points
QUESTION 68
Which of the following is true of supportive leadership?
When job assignments are unclear, supportive leadership helps to clarify task objectives and expected rewards.
When a leader is short of ideas, supportive leadership encourages workers to give their suggestions.
When worker self-confidence is low, supportive leadership can increase confidence by emphasizing individual abilities and offering needed assistance.
When performance incentives are poor, supportive leadership might clarify individual needs and identify appropriate rewards.
When task challenge is insufficient in a job, supportive leadership helps to set goals and raise performance aspirations.
1.25 points
QUESTION 69
The storming stage of team development is the stage:
when team members prepare to achieve closure and disband.
of total integration in which members are able to deal in creative ways.
of initial task orientation and interpersonal testing.
when shared rules of conduct emerge and the team feels a sense of leadership.
when subteams are formed around areas of agreement and disagreement.
1.25 points
QUESTION 70
_____ is the economic value of people with job-relevant knowledge, skills, abilities, ideas, energies, and commitments.
Financial capital
Human capital
Venture capital
Operating capital
Risk capital
1.25 points
QUESTION 71
In a functional structure, the functions become formalized not only on the organization chart, but also in the mind-sets of people.
True
False
1.25 points
QUESTION 72
Workers in a matrix structure are allowed to be part of only one formal group at a time.
True
False
1.25 points
QUESTION 73
According to Maslow's theory of human needs, _____ is a higher-order need.
physical comfort
safety
existence
social concern
esteem
1.25 points
QUESTION 74
_____ satisfies lower-order physiological needs.
Adequate compensation and benefits
Friendly co-workers
Safe working conditions
Physical comfort on the job
Creative and challenging work
1.25 points
QUESTION 75
Carson had promised to himself to jog every morning for a month to lose some weight. At the end of the month, he had gone for jogging for a total of seven days only. He reassured himself by saying, “I am not that overweight anyway”. Which of the following best describes Carson's behavior?
Cognitive dissonance
Halo effect
Fundamental attribution error
Withdrawal behavior
Self-serving bias
1.25 points
QUESTION 76
Employee engagement refers to the willingness to “go beyond the call of duty” or “go the extra mile” in one's work.
True
False
1.25 points
QUESTION 77
According to the hierarchy of needs theory, the lower-order needs focus on desires for psychological development and growth.
True
False
1.25 points
QUESTION 78
_____ is the process through which people receive, organize, and interpret information from the environment.
Distortion
Projection
Conversion
Attribution
Perception
1.25 points
QUESTION 79
Ruth works at a car assembling plant. The plant uses a lot of machines to complete most of the work. As a result, Ruth's work is highly standardized. Ruth needs to check the number and mounting of rubber hoses in a vehicle and replace dysfunctional ones. Which of the following does this signify?
Job loading
Job simplification
Job enrichment
Job enlargement
Job rotation
1.25 points
QUESTION 80
_____ involves being honest in sharing accurate and complete information about the organization and workplace affairs.
Proxemics
Information filtering
Distributive negotiation
Ethnocentrism
Communication transparency
A.Principled negotiation
B.Substantive negotiation
C.Collaborative negotiation
D.Distributive negotiation
E.Integrative negotiation
Explanation / Answer
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17. False;
- because the purpose that 2 parties enter into a negotiating meeting is to take a mutually agreeable decision by joint consent when both of them have varying or different preferences – E.g. Peter is recruiting a programmer for his consultancy company and John applies for it – Peter offers a salary of $60 per hour – but John wants $100 per hour – now they both have a different preferences – they can negotiate and come to a balance or amicable solution of $79 per hour – which both will agree
17+1). D Distributive negotiation
Distributive negotiation is the win-lose style while Integrative negotiation is the win – win style. When the resources are limited, when neither of the party can add their efforts to increase the size of the resource they are forced to enter Distributive negotiation or Distributive bargaining style. It happens in the water ways near the American borders as you cannot increase the size of the ocean.
19. True.
When a manager is keeping the cards close to his chest, he is hiding information, he is blocking the organizational members from getting access to the key information, then he is lacking in his communication transparency; he is not following the open book management style;
20. C – behave in ways that is clearly impacting other people and the events around them
People with the need for power like to control others in a productive way – they like being in charge of a situation and also like to get recognition for their responsible roles performed; They like to influence the behavior of people in their team or firm;
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21.
Divisional structure is a way of putting together the people developing the same product (say accounting software), in the same geographical area (say Texas), with like or similar customers (say banks and financial institutions); this can also apply to team members working on the similar or the same type of the processes; Because decision making can be localized, it offers many benefits;
22. E.
Type A personality prefers extreme achievement and perfectionism in each and every activity.
Type A personality people are highly competitive, go getters, and are very critical towards themselves. They just want to get their goals achieved, they do not look for a happy sensation while doing the job, they do not balance the work and life, they tend to work too much, end up workaholics, and higher blood pressure and hypertension. They are always in a hurry, they chase the clock, they cannot tolerate delays, they cannot tolerate unproductive days or work places; They like multitasking;
They are not compassionate, get angry too soon; They are not like the type B who will just do one thing at a time – type A prefers to get many jobs done at once;
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