Questions:
Question 1
The set of authority and task relations among group members is known as _____.
a. control and sanctions
b. mutual acceptance
c. cohesiveness
d. status structure
Question 2
McClelland's two faces of power include:
a. legitimate and illegitimate powers.
b. coercive and rewarding powers.
c. interpersonal and intrapersonal powers.
d. personal and social powers.
Question 3
Enlarging an individual's zone of indifference is best accomplished through:
a. authority.
b. power.
c. politics.
d. leverage.
Question 4
Optimism is one of the reasons for escalation of commitment.
True
False
Question 5
Which of the following is NOT considered to be an individual prerequisite for participation and empowerment?
a. Increased complexity of the tasks to be carried out
b. Motivation to act autonomously
c. Ability to see relevance for one's own well being
d. Capability for psychological involvement
Question 6
Which of the following includes the set of interpersonal issues that need to be addressed according to the group development model?
a. Trust, personal comfort, and outcomes of the group
b. Mission of the group, personal comfort, and control
c. Trust, personal comfort, and security
d. Purpose, methods, and outcomes
Question 7
According to Kanter's perspective on power, which of the following is a symbol of powerlessness?
a. Exceeding budget limitations
b. Delegating jobs and tasks
c. Loose supervision of subordinates
d. Making external attributions
Question 8
Expected creativity is discovering problems because the organization expects you to do so.
True
False
Question 9
The development of group cohesiveness is negatively influenced by:
a. group size when there are only five to eight members.
b. external pressure.
c. internal competition.
d. prestige of the group.
Question 10
Empowerment should begin with job content and proceed to job context.
True
False
Question 11
When a supervisor denies your request to be considered for a job transfer because you have a unique expertise, he is exercising expert power.
True
False
Question 12
Groups seen as powerful tend to be given more resources from top management.
True
False
Question 13
Offering to do favors for someone in an effort to create a favorable impression is a(n) _____ tactic.
a. ingratiation
b. coalition
c. exchange
d. consultation
Question 14
Which of the following is NOT a maintenance function of a group?
a. Harmonizing conflicts
b. Following others' leads
c. Elaborating concepts
d. Setting standards
Question 15
Recent research examining the effects of cultural diversity on decision making has found that when individuals in a group are racially dissimilar:
a. they engage in behavior that discourages dissenting perspectives.
b. they tend to take decisions faster than racially similar groups.
c. they engage in less open information sharing.
d. they arrive at better decisions than racially similar groups
Question 16
In the consideration of whether the right or the left part of the brain should be utilized in decision making, the ideal situation is to be:
a. left brain dominant.
b. brain-neutralized.
c. right brain dominant.
d. brain-lateralized.
Question 17
At which of the following stages of group development is a leader's role primarily to recognize his or her group's achievements?
a. Storming
b. Forming
c. Adjourning
d. Norming
Question 18
Which of the following issues does a group address, according to the group development model proposed by Warren Bennis and Herbert Shepard?
a. Task, authority, and cultural issues
b. Cultural, interpersonal, and task issues
c. Interpersonal, task, and authority issues
d. Personal, task, and authority issues
Question 19
The model of bounded rationality was first proposed by _____.
a. Phillip Yetton
b. Victor Vroom
c. Herbert Simon
d. Carl Jung
Question 20
According to research, managers are predisposed to use a more systematic approach to decision making that is consistent with the rational model.
True
False