Question 1 a managers role is that of information processor

Question

Question 1: A manager's role is that of "information processor," whereas a leader's role is:

• To communicate the big picture --- the vision.
• To serve as a communication champion.
• To communicate written information, facts, and dat
• Both to communicate the big picture --- the vision and to serve as a communication champion.

Question 2: Being a good listener expands a leader's role in the eyes of others because of all EXCEPT:

• active listening is an ongoing part of a leader's communication.
• total attention is focused on the message.
• a leader concentrates on what to say next rather than on what is being sai
• a good listener finds areas of interest, affirms others, and builds trust.

Question 3: Discernment involves all EXCEPT:

• detecting unarticulated messages hidden below the surface.
• paying attention to patterns and relationships.
• listening carefully for undercurrents that have yet to emerge.
• trying to convince others to agree with a point of view.

Question 4: Messages transmitted through action and behavior are called:

• nonverbal communication.
• channel richness.
• discernment.
• communication champion.

Question 5: Face-to-face communication can be described as:

• the richest form of communication.
• the poorest form of communication.
• impersonal one-way communication.
• having slow feedback.

Question 6: The sender (such as a leader) initiates a communication by _____________ a thought or idea

• encoding
• decoding
• creating "noise" around
• channeling

Question 7: The guidelines for using email effectively include:

• Don't act like a newspaper reporter.
• Say anything negative about a boss, friend, or colleague.
• Keep e-mail messages short and to the point.
• Use e-mail to start or perpetuate a feud

Question 8: A team has all the following components EXCEPT:

• Teams share a goal.
• Teams have individual "stars."
• Teams are made up of two or more people.
• Teams work together regularly.

Question 9: The "storming" stage of team development is characterized by:

• conflict and disagreement.
• orientation.
• establishment of order and cohesion.
• cooperation and problem solving.

Question 10: Team types do NOT include:

• functional teams.
• vertical teams.
• cross-functional teams.
• self-directed teams.

Question 11: Using a third party to settle a dispute is:

• mediation
• groupthink
• distributive justice
• bargaining

Question 12: The __________________ reflects a high degree of both assertiveness and cooperativeness.

• collaborating style
• avoiding style
• accommodating style
• competing style

Question 13: _______________ is the tendency of people in cohesive groups to suppress contrary opinions.

• Team dynamics
• Groupthink
• Mediation
• Collective bargaining

Question 14: Interactive leaders tend to be:

• competitive
• individualistic
• consensus builders.
• reluctant to share power.

Question 15: Ethnocentrism is the belief that:

• one's culture and subculture are inherently superior to other cultures.
• all cultures have value.
• everyone in the organization has the same values, beliefs, and motivations.
• everyone in the organization has the same attitudes about work and life.

Question 16: The invisible bar that separates women and minorities from top leadership jobs is called:

• ethnocentrism.
• power distance.
• the glass ceiling.
• uncertainty avoidance.

Question 17: When a leader and company act out prejudicial attitudes toward people who are the targets of their prejudice, _________ has occurred.

• ethnocentrism
• discrimination
• inclusion
• uncertainty avoidance

Question 18: ____________is designed to help people become aware of their own biases, become sensitive to and open to people different from themselves, and learn skills for communicating and working effectively in a diverse workplace.

• Collectivism
• Diversity training
• Inclusion
• Ethnocentrism

Question 19: When workers admire a supervisor because of her personal characteristics, the influence is based on:

• legitimate power.
• reward power.
• expert power.
• referent power.

Question 20: If Paul, a salesman, does not perform as well as expected, his supervisor can put a negative letter in his file. This is an example of:

• referent power.
• expert power.
• coercive power.
• legitimate power.

Question 21: The levels of the Domain of Strategic Leadership include all EXCEPT:

• strategy.
• vision.
• mission.
• core competence.

Question 22: The levels of the Domain of Strategic Leadership include all EXCEPT:

• strategy.
• vision.
• mission.
• core competence.

Question 23: To determine strategic direction for the future, leaders do all EXCEPT:

• use SWOT analysis.
• consider trends in technology.
• develop industry foresight.
• use the Hersey and Blanchard Situational Theory model.

Question 24: Situation analysis includes a search for SWOT which includes all EXCEPT:

• strategy.
• threats.
• strengths.
• opportunities.

Question 25: Mission answers the question:

• Where are we headed?
• Who are we as an organization?
• What are our weaknesses?
• What is our situation?