Quiz
Final MGMT Review Quiz
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Questions in this quiz (52)
1What model is used to reach the optimal creative state/mood?
- APositive Mood Model
- BAnti-Negative Mood Model
- CDual-tuning model
- DNone of the above
2What kind of interview question puts the candidate in actual situation that could occur in that team or in that job?
- ABehavioral
- BSituational
- CLMX Question
- DStructured Question
3Identify all of the Reactance techniques:
- ADoor-in-the-face
- BThe Risk Technique
- CThat's-not-all
- DFoot-in-the-door
- ENone of the above
4What are the four main principles of goal-setting theory?
- ASet difficult and specific goals
- BThe higher the goal, the higher the performance (given goal commitment)
- CContingent Punishments
- DUtilizing Incentives
- EGoal setting affects: choice, effort, persistence and cognition
- FAll of the above
5What are the sub-principles of goal-setting theory?
- ASet challenging specific goals and provid feedback in relation to goals
- BPay tied to organizational performance
- CGain goal commitment and provide resources neeed to attain the goal
- DMonitor team size
- ELearning vs performance goals
- FHiring the individuals with the corresponding KSA's of the job
6Team members with higher "extraversion" and "conscientiousness" predict better team performance and are the best bet for picking a team member. If you can match a personality to the job, then that is the best overall predictor for success.
- ATrue
- BFalse
7Which one does this best apply to? "____________ are effective if they are higher on extraversion, openness and conscientiousness."
- ATeam members
- BManagers
- CTeam Leaders
- DChange Sponser
8In terms of the Big Five, which is a poor indicator of individual performance on a team, but should still be evaluated when selecting a team?
- ANeuroticism
- BExtraversion
- CAgreeableness
- DNone of the above
9The following is an example of what? "...birds received an award (food) when they pecked at a red disk. It didn't get food every time because the award was scheduled. This is similar to gambling for human behavior, as the ratios are made and scheduled to pay at certain times to continue to get people to play..."
- AContingent reinforcement
- BContingent rewards
- CIncentives
- DVariable vs schedule reinforcement
- ENone of the above
10What is it when we take relevant information and make attributions about other things that are more vague or ambiguous?
- AIndividualized consideration
- BDual-Tuning Model
- CLMX Theory
- DNone of the above
11When framed as a choice between sure loss and a gamble, we are______________?
- Arisk-averse
- Bframing
- Crisk-seeking
- DNone of the above
12Selected all symptoms of Groupthink (8 of them)
- AInvulnerable
- BPressure
- CMindguards
- DMorality
- EStereotypes
- FRationale
- GUnanimity
- HSelf-censorhip
- ICohesiveness
- JAll ove the above
13Select all of the components of Job Design
- ASkill Variety
- BAutonomy
- CContingent rewards
- DTask Identify
- EInspiring motivation
- FTask Significance
- GFeeback
- HAll of the above
14Benevolence and Integrity are based on transformational behaviors and the perception of trust and fairness that is built from those behaviors.
- ATrue
- BFalse
15What do you do to engage in Level 1 Trust repair?
- AProvide an external excuse
•Provide a justification - BChallenge the notion
•Provide tangible evidence
•Provide verbal denials (as long as consistent with the evidence) - CIdentify, acknowledge, and assume responsibility
•Offer an apology (guilt + regret)
•Voluntarily paying a financial penalty - DNone of the above
- AProvide an external excuse
16When a group proposes that it will be positively evaluated when its charactersitcs are recognizes as aligning with the group's typical social roles, falls under what?
- ADual-Tuning Model
- BLMX Theory
- CRole Congruity Theory
- DNone of the above
17There is a stereotypical belief is that men are rational, independent and assertive, whereas women are emotional, relationship focused and accommodating.
- ATrue
- BFalse
18What are the problems with LMX leadership?
- ACreates in-groups/cliques
- BSome team members may grow resentful
- CReduces group efficacy
- DAll of the above
19Select all of the things you can do to improve creativity in groups:
- AMake sure teams are not hungry
- BCreate a functionally diverse team
- CHave team members either have or get lots of weak ties
- DMake it a competition
- EEmpower the team
- FUse incentives
- GSet high quantity goals
- HUse the anonymous nominal group technique
- IAll of the above
20Faultlines can be ___________ (lead to conflict) or _______________ (less conflict or higher satisfaction)
- Aactive, false
- Bdormant, active
- Cactive, dormant
- Dnone of the above
21What is more likely to split groups into subgroups and provide informal structure for intragroup conflict?
- AConflict
- BLow team efficacy
- CLack of motivation
- DNone of the above
22What are the problems with using incentives in groups?
- ACutthroat cooperation
- BLoss in motivation
- CMay create unintended behavior
- DPerceived unfairness
- EFree-riders
- FAll of the above
23"_____________________ refers to the fact that it is more difficult for teams to move from competitive to cooperative reward structures than vice-versa."
- ACutthroat competitive effect
- BFaultlines
- CCutthroat cooperation effect
- DPassive MBE
- ENone of the above
24Form recognition refers to: to an individual and/or group providing contingently informal genuine acknowledgement, approval, and appreciation for work well done
- ATrue
- BFalse
25Informal recognition refers to: reinforcing employee accomplishments through formal company programs such as team of the month or specific awards for attaining levels of performance
- ATrue
- BFalse
26All of the following make _________________ work:
Self(collective)-efficacy: The belief in one’s (or a team’s) capabilities to organize cognitive and behavioral faculties and execute the courses of action required to produce desired outcomes
Informal recognition works because it increases outcome utility. Informal feedback can be seen as maybe getting formal rewards in the future
• Forethought: Based on the recognition received and, thus, the perceived prediction of desired consequences to come, people will self-regulate their future behaviors by forethought. By using forethought, employees may plan courses of action for the near future, anticipate the likely consequences of their future actions, and set performance goals for themselves.- ATransformational leadership
- BInformal recognition
- CTransactional leadership
- DNone of the above
27The following is talking about informal recognition: Performance improvements around 15% and does not include “attaboys” or a pat on the back
- ATrue
- BFalse
28Select all of the threats to creativity (from the slides):
- AMBE Active
- BGroupthink
- CEvaluation apprehension and conformity
- DSocial Loafing
- EPositive moods
- FProduction blocking
- GPerformance matching
- HBeing "hangry"
- IAll of the above
29What is the following referring to:
o Those with low _________________, their performance increases as their ______________
o Those with high________________, and _____________________ does not play a role on their performance.
o Those with low _____________________can catch up performance wise to people with high _______________ by being high on _____________.- ATransformational and Transactional Leadership
- BEmotional Intelligence and Cognitive Ability
- CLMX and MBE leadership models
- DNone of the above
30What is the order of the Organizational Change Process?
- AUnderstand, enlist, envisage, communicate, act, consolidate
- BEnlist, understand, envisage, motivate, communicate, act, consolidate
- CUnderstand, envisage, motivate, communicate, act, consolidate
- DUnderstand, enlist, envisage, motivate, act, consolidate
- ENone of the above
31What all is involved in the "Understand" step within the Organizational Change Process?
- AGather information
• Interviews with leaders, managers, and front-line employees
• Engage with customers and non-customers
• Benchmark competitors and other organizations - BIdentify the Problem
• Determine root causes and not symptoms. - CShare information with key stakeholders
• Create alignment with key stakeholders by sharing an honest assessment of the current state. - DAll of the above
- AGather information
32What questions should you ask when "Enlisting" for Organizational change?
- AWho is the Change Agent?
- BWho are our key Stakeholdres?
- CWho is the Sponsor?
- DWho's on the change team?
- EAll of the above
- FNone of these
33What are the type of Stakeholders, when stakeholding mapping in the "Enlist" step
- AResisters
- BBystanders
- CExternal
- DHelpers
- ENon-helpers
- FChampions
34Develop a vision: “where you want to go”
Tangible, Desirable, Feasible & Flexible, Focused & Simple
Great visions are behavioral at their core and translate easily into action.
•What might we expect to see more of in the future? What might we expect to see less of?
Develop a strategy: “how you’ll get there”
Provides a framework / plan for operational decisions.
Is all part of the "Envisage" step (organizational change process)- ATrue
- BFalse
35When "motivating" what should you do? (organizational change process)
- ACommunicate ‘why’ at both a rational and emotional level.
- BCommunicate the vision and strategy to all stakeholders
- CCreate sense of urgency*
- DEstablish clear roles, expectations and targets
- EShare information and communicate honestly
- FMake it personal
- GAll of the above
36Communicating the vision and strategy to all stakeholders and establish clear roles, expectations and targets is all part of the "communication" step?
- ATrue
- BFalse
37When you finally "Act" in the organizational change process what all should you do?
- AMake structures compatible with the vision
- BAlign practices, policies, systems
- CProvide the training employees need
- DGenerate and publicize short-term wins
- EDeal with managers who undercut needed change
- FAll of the above
38When should you "Use increased credibility to change policies, structures, and systems that don’t support the vision. Hire, promote, and develop employees who can implement the vision. Reinvigorate the process with new projects, themes, and change agents" within organizational change process?
- AAct
- BMotivate
- CCommunicate
- DConsolidate
- ENone of the above
39Transformational leadership is a combination of which?
- AIntellectual stimulation
- BCharisma or idealized influence
- CContingent rewards
- DInspirational motivation:
- EIndividualized consideration:
- FAll of the above
40What are the steps of the Breakthrough Strategy?
- AGo to the Balcony, Use power to educate, Step to their Side, Reframe, Build them a Golden Bridge
- BStep to their Side, Reframe, Build them a Golden Bridge,Go to the Balcony, Use power to educate
- CGo to the Balcony, Build them a Golden Bridge, Step to their Side, Use power to educate
- DGo to the Balcony, Step to their Side, Reframe, Build them a Golden Bridge, Use power to educate
41The following are steps to the rational decision model:
1. Clearly define problem (gap between “what is” and “what ought to be”)
2. Gather all relevant information, including alternatives
3. Identify evaluation criteria
4. Weight criteria given goals
5. Evaluate each alternative on each criterion
6. Select alternative that maximizes criteria- ATrue
- BFalse
42System Two thinking is intuitive because:
• Fast and effortless, pattern recognition
• Walking, driving, tying shoes
• This is our default system- ATrue
- BFalse
43System Two thinking is reflective because:
• Slow and deliberate- becomes activated when we know there is a problem to solve.
• Learning to drive, speaking 2ndlanguage
• Mobilized when stakes are high, when there is obvious error, etc.- ATrue
- BFalse
44How do you avoid the decision pitfall of Groupthink?
- AMonitor team size
- BUse the risk technique
- CAppoint a devil's advocate
- DSecond Solution
- EExtend the time frame
- FProvide a face-saving mechanism
- GAll of the above
45How can you avoid escalation of commitment to a losing course of action?
- ASet limits
- BRecognize sunk cost
- CAvoid the bystander effect
- DProvide a face-saving mechanism
- EAvoid tunnel vision
- FMonitor team size
- GAvoid bad moods
- HInvite external reviews
46ways to avoid the pitfalls of the Abilene paradox are: • Confront the issue, conduct a private vote, minimize status differences, utilize the scientific method, take responsibility for failure, and provide a formal forum for controversial views.
- ATrue
- BFalse
47What are some of the various group decision making pitfalls?
- AGroupthink
- BMBE Passive
- CEscalation of commitment
- DLMX Theory
- EThe Abilene paradox
- FLack of motivation
- GGroup polarization
- HUnethical decisoin making
48What are the types of transactional leadership?
- AMBE Active
- BMBE Passe
- CIndividualized Consideration
- DContingent Reward
- EInspiring Motivation
49What is the following describing? The degree to which the leader sets up constructive transactions or exchanges with followers. He or she clarifies expectations and establishes the rewards for meeting those expectations
- ATransactional Leadership
- BMBE
- CLMX Theory
- DNone of the above
50"__________________ refers to the main determinant of how much a given fact influences a group decision is not the fact itself, but how many peopl happen to be aware of this prior to a group discussion/decision".
- AHidden Profile
- BA group decision pitfall
- CCommon information effect
- DNone of the above
51"________________ is defined as a superior decision alternative, but the superiority of the choice is hidden from group members because each individual member only has a portion of the information supporting the superior alternative choice"
- ACommon information effect
- BA threat to teams
- CA hidden profile
- DNone of the above
52If you wanted to be "procedurally fair" what should you do?
- ABe consistent
- BHave procedures that should not be affect by personal self-interest to suppress bias
- CHave procedures that are based on accurate and valid information
- DAllow those affected to have input in the decision making process
- EAll of the above
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- Description
- This quiz is designed to help determine where you need to study more and/or less of
- Author
- Jorge Zepeda
- Language
- English
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