Leadership in Organizations Exam Review
Course Introduction
Leadership in Organizations explores the principles, theories, and practices of effective leadership within various organizational settings. This course examines the roles, responsibilities, and challenges faced by leaders, highlighting the relationship between leadership styles and organizational outcomes. Students will analyze real-world cases, discuss contemporary issues such as ethical leadership, diversity, and change management, and develop the critical skills necessary for motivating teams, making strategic decisions, and fostering a positive organizational culture. Through experiential learning and self-assessment, students gain insights into their own leadership potential and learn tools for continuous personal and professional growth.
Recommended Textbook
Contemporary Management 9th Edition by Gareth Jones
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18 Chapters
1987 Verified Questions
1987 Flashcards
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Page 2
Chapter 1: Managers and Managing
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110 Verified Questions
110 Flashcards
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Sample Questions
Q1) In an interview with a television channel, the Public Relations manager of KP Oil explained what his company intended to do to tackle the threat to marine life caused by an oil spill in the Pacific Ocean. The oil spill was caused by a tanker ship accident carrying crude oil for the company. According to Mintzberg, the PR manager of KP Oil is playing the role of a _____.
A) liaison
B) figurehead
C) leader
D) disseminator
E) spokesperson
Answer: E
Q2) Efficiency is a measure of the appropriateness of the goals that managers have selected for the organization to pursue and the degree to which the organization achieves those goals.
A)True
B)False
Answer: False
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Page 3
Chapter 2: The Evolution of Management
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Sample Questions
Q1) Differentiate between an open and a closed system. Answer: not answered
Explanation:An open system is a system that takes in resources from its external environment and converts or transforms them into goods and services that are sent back to that environment, where they are bought by customers. The system is said to be open because the organization draws from and interacts with the external environment in order to survive; in other words, the organization is open to its environment. A closed system, in contrast, is a self-contained system that is not affected by changes in its external environment.
Q2) Which of the following practices was advocated by Mary Parker Follett?
A) Workers should not be allowed to participate in the work development process.
B) Authority should go with hierarchical positions rather than knowledge.
C) Managers should behave as monitors and supervisors.
D) Workers should be allowed to exercise initiative in their everyday work lives.
E) Members of each department should stick to their own department; cross-functioning should be discouraged.
Answer: D
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Page 4
Chapter 3: Values, Attitudes, Emotions, and Culture: The Manager As a Person
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110 Verified Questions
110 Flashcards
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Sample Questions
Q1) Which of the following rites internalizes the norms and values of an organization within an employee?
A) Rites of passage
B) Rites of integration
C) Rites of inclusion
D) Rites of acceptance
E) Rites of enhancement
Answer: A
Q2) Which of the following statements demonstrates that Jonathan, the general manager of Dawson and Co., has low emotional intelligence?
A) He has no trouble handling his own moods.
B) He is able to understand the challenges and frustrations faced by his employees.
C) He cannot identify or interpret the moods of his employees.
D) His emotions seldom interfere with his decision making.
E) His ability to empathize with his employees creates strong interpersonal ties.
Answer: C
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Chapter 4: Ethics and Social Responsibility
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105 Verified Questions
105 Flashcards
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Sample Questions
Q1) Managers at Enron prevented employees from selling Enron shares in their pension funds while they sold hundreds of millions of dollars' worth of their own Enron stock. This illustrates the _____ approach to social responsibility.
A) accommodative
B) proactive
C) defensive
D) obstructionist
E) offensive
Q2) Which of the following approaches is characterized with the highest degree of social responsibility?
A) Accommodative
B) Proactive
C) Defensive
D) Obstructionist
E) Offensive
Q3) The way a company's managers view their duty to make decisions that enhance the well-being of stakeholders is called organizational ethics.
A)True
B)False
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Page 6
Chapter 5: Managing Diverse Employees in a Multicultural Environment
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111 Verified Questions
111 Flashcards
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Sample Questions
Q1) Which principle dictates that managers should receive a raise in pay based upon their contributions to the organization, and not based on their gender?
A) Restorative justice
B) Reparative justice
C) Distributive justice
D) Frontier justice
E) Spatial justice
Q2) The sales manager at STU Inc., Riley, has to promote either Mark or Kate to the position of assistant sales manager. Mark and Kate are equally good resources. Riley promotes Kate because he believes that all women are soft-spoken and polite. Riley is influenced by:
A) the similar-to-me effect.
B) the salience effect.
C) the social-status effect.
D) stereotypes.
E) biases.
Q3) Personal characteristics do not to affect perceptions.
A)True
B)False
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Chapter 6: Managing in the Global Environment
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Sample Questions
Q1) The violation of folkways is a serious matter and is punishable by law.
A)True
B)False
Q2) Low rivalry results in a task environment where competitive pressures are intense and managers have few opportunities to acquire the resources they need to make their organizations effective.
A)True
B)False
Q3) Describe the five major forces of the general environment briefly.
Q4) Forces in the general environment do not require continuous monitoring because they do not affect ongoing decision making and planning.
A)True
B)False
Q5) The aging of the population of a country is an example of a demographic force that affects organizations in the country.
A)True
B)False
Q6) What are barriers to entry? Describe in brief the three main sources from which barriers to entry result.
Page 8
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Chapter 7: Decision Making, Learning, Creativity, and Entrepreneurship
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111 Verified Questions
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Sample Questions
Q1) The last step in the managerial decision-making process is:
A) generating alternatives.
B) learning from feedback.
C) recognizing the need for a decision.
D) implementing the chosen alternative.
E) choosing between alternatives.
Q2) _____ is a decision maker's ability to discover original and novel ideas that lead to feasible alternative courses of action.
A) Groupthink
B) Dialectical inquiry
C) Intuition
D) Creativity
E) The illusion of control
Q3) Dialectical inquiry is easier to implement than devil's advocacy to blunt the effects of groupthink in group decision making.
A)True
B)False
Q4) Discuss the premise of the classical model of decision making.
Q5) Discuss the two techniques used to counter groupthink and cognitive biases.
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Chapter 8: The Manager As a Planner and a Strategist
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112 Verified Questions
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Sample Questions
Q1) A brand of cereal attracts customers by offering the lowest prices among other brands of cereals. The company uses a differentiation strategy in this situation.
A)True
B)False
Q2) Selling the same standardized product and using the same basic marketing approach in each national market is called multidomestic strategy.
A)True
B)False
Q3) Divisional managers' decisions pertaining to divisions' long-term goals, overall strategy, and structure is called an organization's _____ plan.
A) business-level
B) corporate-level
C) functional-level
D) departmental-level
E) global-level
Q4) What is a SWOT analysis? List the possible strengths, weaknesses, opportunities, and threats a SWOT analysis of your educational institution might reveal.
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Chapter 9: Value Chain Management: Functional Strategies for Competitive Advantage
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111 Verified Questions
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Sample Questions
Q1) Successful innovation gives an organization something unique about its products that can strengthen its competitive advantage.
A)True
B)False
Q2) Which of the following is true about total quality management?
A) Output goals and targets should include only numbers.
B) The number of steps to assemble a product should be increased.
C) Employees should be asked for suggestions about improvements.
D) Incentives such as bonus pay and promotional opportunities should be eliminated.
E) A just-in-case inventory system should be introduced.
Q3) What is Six Sigma? Describe the similarity as well as the difference between Six Sigma and TQM.
Q4) Which of the following is true about the members of a self-managed team?
A) They learn a single task and are posted at a single job.
B) They require multiple supervisors to monitor them.
C) They are responsible for escalating company's costs.
D) They assume the responsibilities of first-line managers.
E) They create a taller organizational hierarchy, thereby increasing efficiency.
Q5) Discuss the stages of a stage-gate development funnel.
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Chapter 10: Managing Organizational Structure and Culture
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110 Verified Questions
110 Flashcards
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Sample Questions
Q1) The goal behind creating a divisional structure is to create smaller, more manageable units within the organization.
A)True
B)False
Q2) A functional structure becomes more efficient when an organization's task environment is rapidly changing.
A)True
B)False
Q3) The more complicated the technology that an organization uses, the:
A) lesser is the need for a progressive culture.
B) greater is the need for a flexible structure.
C) more appropriate is a formal structure.
D) easier it is to regulate the technology.
E) fewer are the unexpected events that arise.
Q4) Different strategies need different organizational structures and cultures.
A)True
B)False
Q5) Organizational design remains consistent across all organizations.
A)True
B)False
Page 12
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Chapter 11: Organizational Control and Change
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Sample Questions
Q1) It is more challenging for managers to measure outputs or behavior when an organization and its members perform nonroutine activities.
A)True
B)False
Q2) Which of the following steps of the organizational change process includes benchmarking?
A) Introducing and managing change
B) Assessing the need for change
C) Deciding on the change to make
D) Implementing the change
E) Evaluating the change
Q3) Which of the following describes stretch goals?
A) Goals at one level that are not in sync with goals set at other levels of the organization
B) Goals that subordinates set for themselves
C) Goals that are specific and difficult but not out of reach
D) Goals that are set low and are easy to achieve
E) Goals set at an impossibly high level
Q4) What are stretch goals?
Q5) Discuss the problems associated with bureaucratic control.
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Chapter 12: Human Resource Management
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Sample Questions
Q1) Discuss the reasons why managers may choose to outsource and also evaluate the disadvantages of outsourcing for an organization.
Q2) Development activities tend to take place at the lower levels of management of the organization, while training activities tend to take place at the higher levels of the organization.
A)True
B)False
Q3) Managers at Wayfowler Inc. ensure that new recruits receive on-the-job coaching by experienced employees who serve as mentors and advisers to them. This is an example of which of the following components of the HRM system?
A) Training and development
B) Recruitment and selection
C) Labor relations
D) Performance appraisal
E) Feedback
Q4) Discuss the five major components of a human resource management system.
Q5) What are reliability and validity in the context of selection tools?
Q6) Discuss how different organizational strategies affect wages and pay levels.
Q7) Differentiate between objective and subjective appraisals.
Page 14
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Chapter 13: Motivation Performance
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Sample Questions
Q1) Vicarious learning is also known as observational learning.
A)True
B)False
Q2) According to McClelland, the need for affiliation includes the extent to which an individual is concerned about having the people around him or her get along with each other. Author: I could imagine a student saying this is false because the need for affiliation is not just being concerned with how others get along. Thus, my revision.
A)True
B)False
Q3) Whenever possible, managers should try to use negative reinforcement.
A)True
B)False
Q4) _____ reinforcement gives people outcomes they desire when they perform organizationally functional behaviors.
A) Negative
B) Extrinsic
C) Positive
D) Intrinsic
E) Absolute
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Chapter 14: Leadership
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109 Verified Questions
109 Flashcards
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Sample Questions
Q1) Which of the following is true of the trait model of leadership?
A) The traits it identified had no consistent relationship with leadership effectiveness.
B) It proposed that leaders engaged in two types of behavior: consideration and initiating structure.
C) It took into account the situation or context within which leadership occurs.
D) It gave conclusive proof that effective leadership can be understood by the study of personality traits alone.
E) It identified two basic leader styles: relationship-oriented and task-oriented.
Q2) Leaders who are high on emotional intelligence are less likely to understand the emotions surrounding creative endeavors.
A)True
B)False
Q3) Elmer has the ability to give Jordan an annual raise. Elmer has reward power. A)True
B)False
Q4) Discuss the premise of the path-goal theory briefly. Why is it a contingency model?
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Page 16
Chapter 15: Effective Groups and Teams
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Sample Questions
Q1) Groups established by managers to attain organizational goals are called:
A) friendship groups.
B) control groups.
C) formal groups.
D) interest groups.
E) advocacy groups.
Q2) A group of machinists in a manufacturing plant who report to the same shop foreman is an example of:
A) an informal group.
B) a virtual group.
C) a cross-functional group.
D) a self-managed work group.
E) a command group.
Q3) _____ exists when group members must perform specific tasks in a predetermined order.
A) Sequential task interdependence
B) Partial task interdependence
C) Pooled task interdependence
D) Reciprocal task interdependence
E) Complete task independence
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Chapter 16: Promoting Effective Communication
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Sample Questions
Q1) Joe is listening to Mat and trying to understand Mat's point of view. Joe is being:
A) sympathetic.
B) empathetic.
C) aesthetic.
D) a good sender.
E) optimistic.
Q2) Nonverbal communication is used as an alternative to verbal communication.
A)True
B)False
Q3) The ways in which men communicate emphasize _____.
A) similarities
B) status differences
C) comradeship
D) team spirit
E) companionship
Q4) An organization chart summarizes the informal pathways along which communication takes place.
A)True
B)False
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Chapter 17: Managing Conflict, Politics, and Negotiation
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Sample Questions
Q1) Conflict that takes place between members of the same department is known as:
A) interorganizational conflict.
B) top-down conflict.
C) interdepartmental conflict.
D) intragroup conflict.
E) intergroup conflict.
Q2) Which of the following is true of the political strategy that emphasizes building alliances?
A) Partners to alliances often withdraw support because they know that managers might not support them in the future.
B) Building alliances requires distributive negotiation.
C) Building alliances can help create beneficial relationships inside an organization but not outside.
D) Alliances can help managers achieve their goals and implement needed changes in organizations.
E) Managers need not focus on ethical and legal issues when building alliances.
Q3) Define functional conflict resolution. Describe the two strategies organizations can use to accomplish functional conflict resolution.
Q4) Define organizational conflict. How can conflict benefit the organization?
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Chapter 18: Used Advanced Information Technology to Increase Performance
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Sample Questions
Q1) A decision-support system provides computer-built models that help managers make better nonprogrammed decisions.
A)True
B)False
Q2) When two organizations pool resources, know-how, rewards, and risk in order to produce and market a product, they are:
A) forming a coalition.
B) forming a strategic alliance.
C) forming a business-to-business network.
D) outsourcing.
E) forming a boundaryless organization.
Q3) The decline stage of a product begins when a more advanced product makes the old one obsolete.
A)True
B)False
Q4) Cloud computing service is an example of an internal IT network.
A)True B)False
Page 20
Q5) List and briefly explain the different stages of a product life cycle.
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