Low-context cultures

Question
1. Low-context cultures primarily rely on ________ in communicating with others.
situational cues
formal titles
spoken and written words
status differences
2. Which of the following statements is most likely to be true about differences between men and women in relation to emotional reactions?
Women tend to hold onto emotions longer than men.
Men display positive emotions more frequently than women.
Women express anger more frequently than men.
Men experience emotions more intensely than women.
3. The best leadership theories to describe and explain effective leadership in teams with interactive members are
group theories
multi-level theories
integrated theories
dyadic theories
4. Organizational momentum ________________
can benefit or inhibit an organization
is always an advantage in seeking organizational change
is not promoted by stability within the organization
increases with the implementation of new programs
5. Pragmatic leaders
articulate a vision of confidence
have expertise and commitment
appeal to shared values
appeal to emotions
6. ________ occurs when people within organizations use whatever influence they can to taint the facts to support their goals and interests.
Legitimate political behavior
Sabotage
Illegitimate political behavior
Politicking
7. ________ refers to an individual’s belief that he or she is capable of performing a task.
Self-efficacy
Affect intensity
Emotional contagion
Self-determination
8. Determining if a strategy will be effective within its respective business environment and still be competitive could be determined by completing a(n) ________ test.
Advantage
Consistency
Consonance
feasibility
9. During an annual review, Michel Godfrey made the following assertion: “When I look at myself and my performance, I see that what I have achieved is outstanding and something no one in the organization has the capacity to undertake. Surprisingly, it has not won me the admiration of my colleagues like it should have. I also believe that I do not just deserve a raise, but need one, since without me, let’s face it, the place would simply fall apart.” Which of the following personality traits best describes Michel’s personality?
Monasticism
Minimalism
Stoicism
Narcissism
10. Which of the following is the first step in the negotiation process?
Bargaining and problem solving
Definition of ground rules
Clarification and justification
Preparation and planning
11. A leadership theory that describes leadership functions applicable to some situations but not others is called
Universal
Prescriptive
Contingency
descriptive
12. According to the job characteristics model, autonomy is defined as the degree to which
a job requires completion of a whole and identifiable piece of work
a job generates direct and clear information about performance
a job has an impact on the lives or work of other people
a job provides the worker freedom, independence, and discretion
13. Which of the following actions best represents Kelly’s high job involvement?
Kelly always complains about her work to her colleagues.
Kelly wants to continue working for the organization because many of her college friends are working there.
Kelly shares the organization’s vision of supporting renewable energy.
Kelly actively takes part in team activities and proactively takes up additional job responsibilities.
14. Which of the following dimensions of the Big Five Model indicates a person’s ability to withstand stress?
Emotional stability
Extroversion
Openness to experience
Agreeableness
15. Job dissatisfaction and antagonistic relationships with coworkers predict a variety of ehaviors organizations find undesirable, including unionization attempts, substance abuse, undue socializing, and tardiness. These behaviors are indicators of a broader syndrome called
rotten apple syndrome
cognitive dissonance
positivity offset
employee withdrawal
16. Which of the following statements is true regarding a matrix structure?
It reduces ambiguity about who reports to whom.
It cannot achieve economies of scale.
It breaks the unity-of-command concept.
It avoids duplication of activities.
17. Adoration of a charismatic leader by followers can lead to
a competitive work environment
limiting suggestions of fixes and improvements
greater understanding of the company mission
difficulty in developing a successor
18. In order to make their firm a learning organization, managers should
penalize mistakes
reinforce interdependence and reduce boundaries
increase the degree of departmentalization
avoid the use of cross-functional teams
19. Some studies indicate the best approach for transformational change may have the chief executive officer create an atmosphere for change
but let others decide how to initiate change
but carefully set limits for the program
and establish a reward system
and begin establishing a vision
20. At Dortix, a manufacturing company, at the end of every quarter, the total production of each department is calculated, compared with the predetermined targets, and the rewards for each set of divisional employees is determined this way. Dortix uses a ________ plan to incentivize its employees.
core-plus
modular
gainsharing
profit-sharing
21. The concept that some leadership attributes will work in some situations but not in others can be described by the
contingency theory
tactical theory
behavioral theory
leadership effectiveness theory
22. The ultimate source of an organization’s culture is
its environment
the country in which the organization operates
its top management
its founders
23. Which of the following is a desirable strategy for managers aiming to reduce the negative consequences of rumors?
Refusing to comment on issues that appear to be controversial and unfair
Creating a more informal communication environment at the workplace
Initiating disciplinary action against the employee who started the rumor
Encouraging employees to communicate their concerns and suggestions
24. You manage a department of four employees. You have identified that Joe has a high need for achievement. Mary has a high need for power, and Tim has a high need for affiliation. Sarah scored high on the need for power and low on the need for affiliation.
Which of these four employees is most suitable for handling your responsibilities when you are on vacation?
Mary
Sarah
Tim
Joe
25. Which of the following represents the acceptable standards of behavior within a group that are shared by the group’s members?
Goals
Cliques
Norms
Status
26. The degree to which a turbulent environment impacts operations within an organization is known as
Complexity
Organic
capacity
volatility
27. Which of the following statements is true with regard to the effectiveness of tactics?
The combination of a soft tactic with reasonable persuasion is more effective than a combination of two hard tactics.
All tactics are equally effective with regard to upward influence. The combination of a soft tactic with reasonable persuasion is more effective than a combination of two hard tactics.
Soft tactics are less effective than hard tactics when used individually.
Individuals from collectivist cultures are typically more likely to use soft tactics that reflect personal power.
28. Which of the following steps can be taken by a manager to minimize groupthink?
Seeking input from employees before the group leader presents his opinions
Preventing all team members from engaging in a critical evaluation of ideas at the beginning
Asking the group members to first focus on the positives of an alternative rather than the negatives
Encouraging group leaders to develop a stronger sense of group identity king input from employees before the group leader presents his opinions
29. Which of the following is true of the baby boomer generation?
They are more questioning and entrepreneurial than the other generations.
They lead lives shaped mainly by globalization.
They give the highest importance to flexibility and life options.
They give high importance to achievement and material success.
They lead lives shaped mainly by globalization.
30. Central to managing a successful organizational strategy implementation are/is
competitive teams
formal models of implementation
tracking progress
coalition management