Test
MGMT 560: Review Quiz
Este test tiene tiempo límite, así que se abre en el reproductor de siempre.
Preguntas del test (45)
1What is the order of steps for the Breakthrough Strategy?
- AReframe, use power to educate, build them a golden bridge, step to their side, go to the balcony
- BUse power to educate, build them a bridge, reframe, step to their side,
- CGo to the Balcony, user power to educate, reframe, build them a golden bridge, step to their side
- DGo to the Balcony, Step to their side, reframe, build them a golden bridge, user power to educate
2The common information effect refers to the main determinant of how much a given fact influences a group decision is not the fact itself, but how many people happen to be aware of this fact prior to a group discussion
- AVerdadero
- BFalso
3What are some threats to team creativity?
- AEvaluation apprehension and conformity
- BDevil's Advocate
- CProduction blocking
- DMulti-tasking
- EPerformance matching
4What all should you include to establish procedural fairness?
- AConsistency: procedures should be consist for every situation and person
- BBias suppression: procedures should not be affected by personal self-interest
- CAccuracy: procedures should be based on accurate and valid info
- DVoice: allow those affected to have input in the decision making processes
- EInformal and Formal Q & A sessions to engage all stakeholders
- FA team charter?
5What are the types of transactional leadership?
- AManagement by exception: Degree to which leader takes corrective action on the basis of results of leader-follower transactions
- BActive: Monitor follower behavior, anticipate problems, and take corrective actions before the behavior creates serious difficulties
- CPassive: Wait until the behavior has created problems before taking action
- DSet goals and clear expectations
- EProvides support and recognition
- FGets people to look beyond their self-interest.
6What can you do to avoid decision-making pitfalls as a group?
- AMonitor team size
- BCopy another successfull teams approach
- CUse checklist
- DThe risk technique
- EAppoint a devil's advocate
- FSet Limits
- GAvoid tunnel vision
- HExtend the time frame
- ISecond solution
7The decision-making checklist includes the following:
1. Are the recommenders “in love” with their recommendation?
2. Were dissenting opinions explored within the recommending team?
3. Where did the numbers come from?
4. Are recommenders overly attached to past decisions?
5. If you had to make this decision again in a year, what information would you want, and can you get more of it now?- AVerdadero
- BFalso
8If you can read your teammates true emotions even when they are trying to hide them, what are you displaying?
- ATransformational leadership
- BCognitive Ability
- CEmotional Intelligence
- DTransactional leadership
- EIndividual Consideration
9As a leader, trust is built on three things:
- AThe ability to repair trust as fast as possible
- BBases of power
- CBehaviors of the leader
- DPercieved fairness
- ESound moral and ethical principles
- FAll of the above
10What all is included to avoid escalation of commitment to a losing course of action?
- ASET LIMITS Ideally, a team should determine at the outset what criteria and performance standards justify continued investment in the project or program in question.
- BAVOID THE BYSTANDER EFFECT: In many situations, especially ambiguous ones, people are not sure how to behave and do nothing because they don't want to appear foolish. This dynamic explains the bystander effect, or the tendency to not take action when others are around.
- CAVOID TUNNEL VISION: Get several perspectives on the problem. Ask people who are not personally involved in the situation for their appraisal.
- DRECOGNIZE SUNK COSTS: Probably the most powerful way to avoid escalation of commitment is to simply recognize and accept sunk costs. Sunk costs are resources, such as money and time, previously invested that cannot be recovered. If making the initial decision today, would you make the investment currently under consideration (as a continuing investment), or would you choose another course of action? If the decision is not one that you would choose anew, you might want to start thinking about how to terminate the project and move to the next one.
- EAVOID BAD MOOD: Unpleasant emotional states are often implicated in poor decision making. Negative affect (such as bad mood, anger, and embarrassment) leads to nonoptimal courses of action—holding out the hope for some highly positive but risky outcome. When people are upset, they tend to choose high-risk, high-payoff options.
- FEXTERNAL REVIEW: In some cases, it is necessary to remove or replace the original decision makers from deliberations precisely because they are biased. One way to do this is with an external review of departments
11What are the dimensions of transformational leadership?
- ACharisma or idealized influence:
- BInspirational motivation
- CIntellectual stimulation:
- DIdealized Influence
- EInspirational Motivation
- FIndividual Consideration
- GIntellectual Stimulation
- HContingent Rewards
- IInformal recognition
12Formal Recognition: refers to an individual and/or group providing contingently informal genuine acknowledgement, approval, and appreciation for work well done
- AVerdadero
- BFalso
13What is part of the Big Five?
- AConscientiousness, Agreeableness, Neuroticism, Opennes to experience, Extraversion
- BCompleteness, Agreeablenss, Neuroticism, Opneness to experience, Extraversion
- CConscientiousness, Agreeableness, Emotional intelligence, Opennes to experience, Extraversion
- DConscientiousness, Agreeableness, Emotional intelligence, Opennes to experience, Motivation
14Creating a bonus pool may be created based on the performance of the entire team. The bonus pool can be divided among the individuals who are members of the team based on how well the individuals performed is trying to avoid what?
- AHalo Bias
- BCutthroat cooperation effect
- CFaultines
- DPercieved unfariness
15Level 1 of repairing trust is: Situation or Person. Relative easy, the situation. People subtract the effect of the situation and attribute what remains to the actor. Provide an external excuse and justification.
- AVerdadero
- BFalso
16What is missing to improve creativity in groups?
Create a functionally diverse team
Empower the team
Make it a competition
Use the anonymous nominal group technique- AEstablish a team charter
- BSet high quantity goals
- CUtilize informal recognition
- DTeam members with lots of weak ties are best
17Informal recognition refers to an individual and/or group providing contingently informal genuine acknowledgement, approval, and appreciation for work well done
- AVerdadero
- BFalso
18LMX Theory: The leader-member-exchange model (LMX) focuses on the relationships that leaders develop with particular subordinates and what leaders of subordinates offer and receive in such relationships
- AVerdadero
- BFalso
19What impacts creativity?
- AMood
- BBeing in groups
- CBeing hungry
- DTime
20Halo Effect: It’s when we make an inference about specific traits on the basis of a general impression. It’s a mental short cut as we tend to grasp with relevant and tangible information, like performance. So we take that relevant information and make attributions about other stuff that are more vague or ambiguous. Pretty much a rule of thumb that lets people make guess about things that are hard to assess directly.
- AVerdadero
- BFalso
21If you are repairing trust at level 3 what should you do?
- ANow the issue is whether or not these issues will persist into the future
•Identify, acknowledge, and assume responsibility
•Offer an apology (guilt + regret)
•Voluntarily paying a financial penalty - BThe most comprehensive way in which trust can be repaired is by affecting the truth of the violation
•Challenge the notion
•Provide tangible evidence
•Provide verbal denials (as long as consistent with the evidence) - CObservers subtract the effect of the situation and attribute what remains to the actor
•Provide an external excuse
•Provide a justification
- ANow the issue is whether or not these issues will persist into the future
22Skill variety, task identity, task significance, autonomy, feedback are all part of what?
- AJob Design
- BImproving group creativity
- CTransformational leadership
- DWays to avoid groupthink
23Groupthink: A mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when the members’ strivings for unanimity override their motivation to realistically appraise alternative courses of action
- AVerdadero
- BFalso
24Framing bias: The inconsistency is a preference reversal and reveals the framing bias. Almost any decision can be refrained as a gain or a loss relative to something
- AVerdadero
- BFalso
25Four main principles:
1. Difficult specific goals lead to significantly higher performance than easy goals, no goals, or even the setting of an abstract goal such as urging people to do their best
2. Given goal commitment, the higher the goal the higher the performance
3. Incentives lead to the setting of and commitment to a specific difficult goal
4. Goal setting affects choice, effort, and persistence, but also cognition; people are motivated to discover ways to attain the goal
This describes what?- AGoal Setting
- BJob Design
- CMotivating groups
- DProviding rewards and punishment
26What is the order for organizational change process?
- AEnlist, Envisage, Understand, Motive, Communicate, Act, Consolidate
- BCommunicate, Envisage, Understand, Enlist, Motivate, Consolidate, Act
- CUnderstand, Enlist, Envisage, Motivate, Communicate, Act, Consolidate
- DNone of the above
27"________________ step is gather and sharing information with key stakeholders to help them understand and align around the problem. This often occurs at a senior, depending on teh challenge". Is what step when going through organizational change?
- AEnlist
- BUnderstanding
- CCommunicating
- DComing up with a vision
- ENone of the above
28When enlisting what/who should you consider?
- AWhat is the effect on the stakeholders?
- BWho is the Sponsor?
- CWho is the Change Agent?
- DWho are the key Stakeholders?
- EWho are the helpers?
- FWho are the resisters?
- GNone of the above
29What might we expect to see more of in the future? What might we expect to see less of in the future is part of what step in tje organizational change process?
- AMotivate
- BAct
- CConsolidate
- DUnderstand
- ENone of the above
30When Motivating in the organizational change process what all should you do?
- ACreate a sense of urgency
- BCommunicate the vision and strategy to all stakeholders
- CShare information and communicate honestly
- DDevelop a strategy: "how you'll get there"
- EMake it personal
- FAll of the above
31Making structures compatible with the vision, aliging practices, policies, systems, providing training for employees, generate and publicize short-term wins, deal with managers who undercut needed change is part of which step for organizational change?
- AConsolidate
- BCommunicate
- CMotivate
- DEnlist
- ENone of the above
32Consolidating uses increased creadibility 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
- AVerdadero
- BFalso
33When teams dwell on info is the commonly known and make decisions that often reflect the common knowledge. The portions of the superior decision alternative are with each different member, which could contradict the groups choice is known as what?
- AThreats to team creavitity
- BGroupthink
- CHidden Profile
- DLMX Theory
- ENone of the above
34When setting up consistency, bias suppression, accuracy and voice what are you establishing?
- AStructured team decision-making
- BWays to eliminate procedurally fariness
- CMBE practices
- DProcedurally fairness
- EWays to avoid group decision-making pitfalls
35Which one(s) is the degree to which leader take correction action on the basis of results of leader-follower transactions?
- AManagement by Exception (MBE)
- BTransactional Leadership
- CTranformational Leadership
- DIndividualized Consideration
36What are the types of transactional leadership?
- AManagement by exception (Active)
- BManagement by exception (Passive)
- CContingent Reward
- DIntellectual Stimulation
- EInspriational Motivation
- FAll of the above
37Larger teams are more likely to fall prey to groupthink. People grow more intimidated and hesitant as team size increases. Teams with more than 10 members may feel less personal responsibility for team outcomes
- AVerdadero
- BFalso
38Team members are more likely to discuss info that everyone knows, as opposed to unique information that each may have. As a result teams often fail to make decisions supported if all members had full info about the choice, is.....?
- AHidden profile effect
- BConsequencess of the "common information effect"
- CGroupthink
- DThreats to team
39What can you do to avoid decision-making pitfalls as a group?
- AMonitor team size
- BMake sure everyone is in a postive mood
- COffer Contingent Rewards
- DThe risk technique
- EForce the team to find a secon solution
- FAppoint a devil's advocate
- GExtend the time frame
- HAll of the above
40The following best describes The "Risk Technique" to avoid groupthink: "a structured discussion situation designed to reduce group members' fears about making decisions. The goal is to create an atmosphere in which team members can express doubts and raise criticisms without fear of rejection or hostility from the team"
- AVerdadero
- BFalso
41What leads to more risky decision making, add stress and impairs the team's effectiveness to making decisions?
- AGroupthink
- BPressure of time
- CLack of transformational leadership
- DLack of contingent rewards
42Discussing in specific terms who is responsible for achieving performance targets or making clear what one can expect to recieve when performance goals are achieved is part of Contingent reward
- AVerdadero
- BFalso
43Indeed, groups with activated ______________ are more likely to form coalitions, experience conflict, and have lower satisfaction and lower group performance than groups with dormant ______________. Fill in the blank
- AFaultlines, Fautlines
- BConflict, Fautlines
- CFaultlines, Conflict
- DConflict, Conflict
- ENone of the above
44Evaluation apprehension/conformity, free-riding/social loafing, production blocking, and performance matching are all threats to what?
- AGroupthink
- BTeam Efficacy
- CTeam Effectiveness
- DTeam Creativity
45What does LMX stand for?
- ALeader-Model-Exchange
- BLeader-Member-Exchange
- CLeader Mechanix
- DNone of the above
Información
- Descripción
- Some, def. not all the info we need to know for the MGMT final, but this should help -Jorge
- Autor
- Jorge Zepeda
- Idioma
- English
- Visitas
- 139
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- Valoración
- Aún sin valoraciones Valora este test