Chapter 15+16 Xem để biết thêm và ôn tập lại kiến thức vi mô nha PDF

Preview

Summary

Xem để biết thêm và ôn tập lại kiến thức vi mô nha...

Description

CHAPTER 15:

LEADERSHIP

1. At work, Sue Ellen favors a consensual and collaborative process, where influence derives from relationships rather than positions of power and formal authority. As such, she can best be viewed as what type of leader? A. Level 5 B. Servant C. Authentic D. Transformational E. Interactive 2. All of the following are leadership qualities EXCEPT: A. visionary. B. Innovative C. promotes change. D. structured. E. nurtures. 3. Which of the following is NOT a manager quality? A. Maintains stability B. Organizes C. Analyzes D. Rational E. Personal power 4. The distinguishing personal characteristics of a leader are known as: A. traits. B. sources of power. C. leadership styles. D. leadership behaviors. E. personal preferences. 5. The early research on leadership traits was referred to as the: A. contingency theory of leadership. B. path-goal theory of leadership. C. great man approach. D. situational theory of leadership. E. Behavioral approach. 6. In general, research has found a(n) A. strong B. weak C. positive D. negative E. inverse

relationship between personal traits and leader success.

7. Recently, Beagle Boutique was attempting to hire a middle manager. They were looking for an intelligent, active, and creative individual. Which approach to leadership was Beagle using? A. The contingency approach B. The situational approach

C. The trait approach D. The behavioral approach E. The substitute approach 8. Which of the following characteristics of leaders have been studied? A. Personality traits B. Physical traits C. Social traits D. Work-related traits E. all of these 9. Self-confidence, honesty and integrity, and the desire to lead, are all components of which personal characteristic of leaders? A. Physical characteristics B. Intelligence and Ability C. Personality D. Social Characteristics E. Social Background 10. Colleen Farney at TeleTech shows vast knowledge, intelligence, cognitive ability, and keen decisiveness. Which personal characteristic of leadership is she showing? A. Physical characteristics B. Intelligence and Ability C. Personality D. Social Characteristics E. Social Background 11. Researchers at the Ohio State University identified two major behaviors called: A. commitment and consideration. B. commitment and initiation. C. consideration and initiating structure. D. initiating structure and commitment. E. consideration and concern for people. 12. Wilson is viewed by his boss as driven, tenacious, and hardworking in the pursuit of his goals. These characteristics fit within which category? A. Physical characteristics B. Intelligence and Ability C. Personality D. Social Characteristics E. Social Background

13. Megan is a manager at Botell International. She is very friendly and extremely respectful of her subordinate's welfare. She can be described as: A. high in initiating structure. B. low in initiating structure. C. high in consideration. D. a team leader. E. task-oriented manager.

14. Which of the following is consistent with initiating structure? A. Task oriented behavior B. Open communication C. Teamwork oriented D. People oriented behavior E. Country-club management style 15.

are natural talents and abilities that have been supported and reinforced with learned knowledge and skills and provide each individual with his or her best tools for accomplishment and satisfaction. A. Strengths B. Traits C. Characteristics D. Abilities E. Leadership tendencies

16. The Michigan researchers used the term for leaders who established high performance goals and displayed supportive behavior toward subordinates. A. job-centered leaders B. employee-centered leaders C. initiating structure D. consideration E. impoverished management 17. The less effective leaders, in the University of Michigan studies, were called: A. job-centered leaders. B. employee-centered leaders. C. initiating structure. D. consideration. E. Impoverished management. 18. A. B. C. D. E.

and proposed a two dimensional leadership theory called the Managerial Grid. Blake; Mouton Hersey; Blanchard Vroom; Yetton Tannenbaum; Schmidt Evans; House

19. The recommended management style from the leadership grid is A. 1,9 B. 9,1 C. 5,5 D. 1,1 E. 9,9 20. Which of these, according to the leadership grid, is a 1,9 management style? A. Team Management B. Country Club Management C. Middle of the Road Management D. Impoverished Management E. Authority-Compliance

21. A. B. C. D. E.

reflects a moderate amount of concern for both people and production. Team Management Country Club Management Middle of the Road Management Impoverished Management Authority-Compliance

22. According to the Leadership Grid, which of the following occurs when efficiency in operations is the dominant orientation? A. Team Management B. Country Club Management C. Middle of the Road Management D. Impoverished Management E. Authority-Compliance 23. The Leadership Grid used the two leader behaviors which were called: A. employee-centered and job centered. B. consideration and initiating structure. C. concern for people and concern for production. D. relationship-oriented and task-oriented. E. employee-oriented and relationship oriented. 24. According to the leadership grid, means the absence of a management philosophy, where managers exert little effort toward interpersonal relationships or work accomplishment. A. Solitary management. B. middle-of-the-road management C. low-road management. D. authority-compliance management E. impoverished management 25. Sandra views herself as a tough but fair supervisor. She gives explicit directions to her subordinates about how tasks should be accomplished, but is not always approachable when they come to her with questions. Her employees sometimes feel that she is too gruff and impersonal. Which category on the situational leadership grid does Sandra fit into? A. Following style B. Delegating style C. Participating style D. Telling style E. Selling style 26. The key assumption of Hersey and Blanchard's situational theory is that subordinates vary in their: A. readiness level B. satisfaction level. C. level of commitment. D. level of security. E. all of these. 27. Hersey and Blanchard are responsible for which theory? A. Theory of leadership B. ERG Theory C. Situational theory

D. Contingency theory E. Leadership 28. Which of the following is a model of leadership that describes the relationship between leadership styles and specific organizational situations? A. Contingency approach B. Behavioral approach C. Trait approach D. Organizational approach E. None of these 29. According to the situational theory of Hersey and Blanchard, which of the following leader styles matches up best with low readiness subordinates? A. Delegating style B. Selling style C. Telling style D. Participating style E. None of these 30. Ryan is a manager at Steve's Stoneworks, Inc. Hersey and Blanchard would consider most of his subordinates highly ready. Based on this, which of the following leadership styles is best for Ryan? A. Participating B. Delegating C. Selling D. Telling E. Forcing 31. A. B. C. D. E.

works best for employees with moderate readiness, according to Hersey and Blanchard. Selling and telling Telling and participating Selling and participating Telling and delegating Selling and delegating

32. Two leadership styles used by Fiedler in his contingency theory were: A. employee-centered and job-centered. B. consideration and initiating structure. C. concern for people and concern for production. D. relationship-oriented and task-oriented. E. employee-oriented and relations-oriented. 33. Fiedler used all of the following to describe how leaders fit the situation EXCEPT: A. leader-member relations. B. task structure. C. personal power. D. leader position power. E. all of these were used by Fiedler to describe the situation. 34. In situations of , according to Fiedler, relationship-oriented leaders are more effective. A. high favorability B. moderate favorability

C. high unfavorability D. no favorability E. none of these 35. Which of the following refers to group atmosphere and members' attitude toward and acceptance of the leader? A. Task structure B. Leader relations C. Contingency D. Position power E. Leader-member relations 36. According to MANAGER'S SHOPTALK in Chapter 15, when delegating leaders do all of the following EXCEPT: A. delegate the whole task. B. maintain feedback. C. give thorough instructions. D. work alone to accomplish important tasks. E. evaluate and reward performance. 37. A is a situational variable that makes a leadership style unnecessary or redundant. A. neutral izer B. substitute C. contingency D. transaction E. transformation 38. Ahmad is a new manager at AJ Homes Company. He has absolutely no experience as a manager nor does he know the technology of his department well. These two factors prevent Ahmad from directing his workforce. This is an example of impacting leadership styles and behaviors. A. Substitutes B. Neutralizers C. Contingencies D. Citizenship E. transformation 39. Which of the following types of leader is one who has the ability to motivate subordinates to transcend their expected performance? A. Transactional B. Charismatic C. Traditional D. Supportive E. Team 40. Marion is a great manager and he has a number of special skills. In particular, Marion has the ability to get his subordinates to do more than would be normally expected. Which of the following terms best describes Marion? A. Transactional leader B. Supportive leader C. Charismatic leader D. People-oriented leader

E. Production-oriented leader 41. “A fire that ignites followers” is used to describe which leadership characteristic? A. Vision B. Charisma C. Service D. Tenacity E. Authority 42. Charismatic leaders are often than transactional leaders. A. less emotional B. more predictable C. less predictable D. more directive E. none of these 43. Some of the key characteristics associated with charismatic leaders include: A. vision ary skills. B. communication skills. C. Motivation skills. D. all of these. E. none of these. 44. Andy’s subordinates say that they love working for Andy because he inspires them to not only believe in the organization but to believe in their own potential as well. Based on this example, Andy can best be described as what type of leader? A. Transformational B. Servant C. Authentic D. Transactional E. Interactive 45. The leader is distinguished by his/her ability to bring about organizational change. A. Transformational B. Participative C. Charismatic D. achievement-oriented E. people-oriented leader 46. Which type of leader clarifies the role and task requirements of subordinates? A. Transactional B. Charismatic C. Transformational D. Supportive E. Team 47. Which of the following is a passive, independent, critical thinker? A. Conformist B. Passive follower C. Pragmatic survivor D. Effective follower

E. Alienated follower 48. Which of the following is a follower who participates actively in the organization but does not use critical thinking skills? A. Passive follower B. Effective follower C. Alienated follower D. Conformist E. Pragmatic survivor 49. One of Ruby’s few flaws is that she does not consider possibilities beyond what she is told, accepting her supervisor’s ideas without thinking. She can best be described as what type of thinker? A. Transformational B. Servant C. Uncritical D. Transactional E. Critical 50. Which of these is the potential ability to influence the behavior of others? A. Leadership B. Management C. Power D. Control E. Motivation 51.

power comes from organizational structure and promotes stability, order, and problem solving within the structure. A. Motivation B. Position C. Leadership D. Control E. Referent

52.

power comes from personal sources that are not as invested in the organization, such as personal interests, goals, and values. A. Motivation B. Management C. Personal D. Control E. Positional

53. Which of the following is the power coming from a formal management position in the organization? A. Refer ent power B. Coercive power C. Reward power D. Legitimate power E. Expert power 54. Ian does not have much of a relationship with his subordinates. They feel obligated to do as he says because he's the boss. This is an example of: A. referent power

B. C. D. E.

legitimate power coercive power. Reward power. Expert power.

55. Candice uses praise, letters of support, and pats on the back as ways of influencing her subordinate's behaviors. All of these actions are highly valued by the work group. This is an example of: A. Coercive power. B. Legitimate power. C. Reward power. D. Expert power. E. Referent power. 56. A. B. C. D. E.

power is based in the ability of the leader to do such things as recommend promotions. Coercive Expert Reward Referent Personal

57. Which of the following types of power is vested in the manager's ability to punish employees? A. Coercive B. Expert C. Reward D. Referent E. Personal 58. Beth, a middle manager at Heather's Handbags, uses threats and punishments as ways of influencing the behavior of his subordinates. Which of the following sources of power is Beth relying on? A. Reward power B. Coercive power C. Expert power D. Referent power E. Personal power 59. Which of the following types of power stems from a leader's special knowledge? A. Reward power B. Referent power C. Legitimate power D. Coercive power E. None of these 60. Referent power depends on the leader's: A. formal title. B. position in the hierarchy. C. Personal characteristics. D. salary. E. Reward power. 61. All of the following are essential parts of any definition of leadership EXCEPT: A. influence.

B. C. D. E.

people. goals. coercive power. influence and people only.

62. Peter has the ability to convince others to work toward organizational objectives. This ability is known A. Motivation B. Leadership C. Commitment D. a conceptual skill E. personal agenda 63. Which of the following is the most frequently used and a highly effective influence strategy? A. Using rational persuasion B. Rewarding desired behaviors C. Relying on the rule of reciprocity D. Making people like you E. Developing allies 64. When leaders influence others through the exchange of benefits or favors, which influence tactic is being used? A. Develop allies B. Use rational persuasion C. Make people like you D. Rule of reciprocity E. Reward behaviors 65. The six interpersonal influence tactics for leaders include all of the following EXCEPT: A. use rational persuasion. B. rely on the rule of reciprocity. C. develop allies. D. do not worry about people liking you. E. reward the behaviors you want. 66. All of the following are interpersonal influence tactics EXCEPT: A. reward the behaviors you want. B. develop allies. C. rely on the rule of demand. D. make use of higher authority. E. ask for what you want. 67. A. B. C. D.

is the ability to influence people toward the attainment of organizational goals. Motivation Leadership Persuasion Commitment

68. Leadership is reciprocal, according to your text. This means: A. It is dynamic B. It is a problem-solving activity C. It occurs between people

D. Redundant

69. A. B. C. D.

means being unpretentious and modest rather than arrogant and prideful Humility Egotism Altruism Reserved

70. Which of the following refers to the highest level in a hierarchy of manager capabilities? A. Interactive leadership B. Creative leadership C. Level 5 leadership D. Postheroic leadership 71. A(n) leader works to fulfill subordinated needs and goals as well as to achieve the organization's larger mission. A. Servant B. Transactional C. Transformational D. Charismatic 72. All of the following are major approaches to leadership EXCEPT: A. Level 5 leadership B. Servant leadership C. Authentic leadership D. Progressive leadership 73. Which of the following is NOT a valid component of authentic leadership? A. Pursues purpose with passion B. Isolates self from others C. Leads with the heart as well as the head D. Demonstrates self-discipline 74. According to research, _____ typically score higher on social and emotional skills. A. Level 5 leaders B. Women C. Postherioc leaders D. Men 75. Which of the following types of power stems from a leader's special knowledge? A. Coercive B. Expert C. Rewward D. Referent

CHAPTER 16:

Motivating Employees

1. A. B. C. D. E.

is the imposition of unpleasant outcomes on an employee. Avoidance learning Punishment Positive reinforcement Extinction Avoiding punishment

2. A. B. C. D. E.

Which of the following techniques reduces the likelihood that behavior will be repeated? Positive reinforcement Negative reinforcement Extinction Reward enhancement All of these

3. One of your fellow students is continually late to class. The professor has tried numerous verbal warnings and recently took points away from the student's grade. Based on the above, the professor's actions are consistent with which of the following reinforcement techniques? A. Negative reinforcement B. Punishment C. Positive reinforcement D. Avoidance learning E. Rewards enhancement 4. Jeff and Rob have a difficult time getting along at work. Most days, Jeff spends a lot of time cracking jokes and goofing off, while Rob constantly nags him and tells him to act like a grownup. On days when Jeff is more reserved, Rob does not nag him, hoping that this will result in improved behavior down the road. This is an example of which form of behavior modification? A. Empowerment B. Extinction C. Punishment D. Avoidance learning E. Positive reinforcement 5. Which of these refers to the withdrawal of a positive reward, meaning that behavior is no longer reinforced and hence is less likely to occur in the future? A. Avoidance learning B. Punishment C. Positive einforcement D. Extinction E. None of these 6. One of your fellow team members at work is continually disrupting the team's work with jokes and general horseplay. You hope that by ignoring him he will stop this senseless behavior. You are attempting to use which reinforcement tool? A. Extinction B. Positive reinforcement C. Negative reinforcement

D. Avoidance learning E. Desired behavior is reinforced annually 7. Which theory proposes that an individual’s motivation can result not just from direct experience of rewards and punishments but also from the person’s thoughts and beliefs and his or her observations of other people’s behavior? A. Reinforcement theory B. Hierarchy of needs theory C. ERG theory D. Experiential learning theory E. Social learning theory 8. A. B. C. D. E.

occurs when an individual sees others perform certain behaviors and get rewarded for them. Vicarious learning Self-efficacy Self-reinforcement Delegation Experiential learning

9. At Rightway Industries, new hires spend a significant portion of their first week of training just walking around the factory, observing other workers and watching them get rewarded for doing their jobs well. This is an example of: A. vicarious learning. B. self-efficacy. C. self-reinforcement. D. delegation. E. experiential learning. 10. Which of the following is the application of motivational theories to the structure of work for improving productivity and satisfaction? A. Job design B. Job enlargement C. Job simplification D. Job characteristics E. Job enrichment 11. While job can lead to greater task efficiencies, it has failed as a motivational technique. A. Rotation B. Enlargement C. Simplification D. characterisics E. enrichment 12. Which of the following is the arousal, direction, and persistence of behavior? A. Commitment B. Motivation C. Satisfaction D. Rewarding behavior E. Behavior modification

13. A(n) refers to a reward given by another person. A. Aintrinsic reward B. internal reward C. extrinsic reward D. valued reward E. charity 14. A(n) is an example...