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MGMT 591 Final Exam Guide Set 2 (New) Click Here to Buy the Tutorial For more course tutorials visit

MGMT 591 Final Exam Guide Set 2 (New)


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2. SA 1. (TCOs A and B) Organizational behavior is an interdisciplinary body of knowledge with strong ties to several academic disciplines. Please identify three of the four primary areas. 3. SA 1. (TCOs A and B) OB defines stress in terms of both work stressors and life stressors. Please identify four common sources of stress at work.

4. SA 1. (TCOs A and B) Please identify and briefly explain two of the five dimensions of national culture.

5. SA 1. (TCOs A and B) What is organizational learning? Why is it important for firms to emphasize organizational learning?

6. SA 1. (TCOs A and B) What is the goal in studying and applying organizational behavior concepts? Pick one of the four organizational behavior disciplines and use a brief example to describe how it relates to this goal.

7. SA 1. (TCOs A and B) Identify the main elements included in affective events theory. Select any two of these elements, and provide an example of how the factor can influence an employeeâ€&#x;s job performance and satisfaction.

8. SA 1. (TCOs A and B) What is organizational behavior, and to what degree do you think an understanding of it may increase oneâ€&#x;s managerial success in the workplace?


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11 SA 2. (TCO D) Please define self-managing teams and identify three of the five tasks a true self-managing team is responsible for.

12. SA 2. (TCO D) Referring to the team decision making process, define consensus and unanimity, and explain the difference between the two.

13. SA 2. (TCO D) There are six methods that teams use to make decisions. Identify and define three of the six.

14. SA 2. (TCO D) What is groupthink? Why can groupthink be detrimental to effective group functioning?

15. SA 2. (TCO D) What factors determine whether teams are successful? Please briefly describe each factor.


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18. SA 3. (TCO E) Please define and explain the difference between functional conflict and dysfunctional conflict.

19. SA 3. (TCO E) Identify and define four of the seven key elements in the communication process. Give a specific example of a possible breakdown in a communication flow.

20. SA 3. (TCO E) Please identify and give examples of four of the five direct conflict management strategies.

21. SA 3. (TCO E) Please identify and give examples of four of the five indirect conflict management strategies.

22. SA 3. (TCO E) Identify four of the barriers to effective communication and give an example of each.

23. SA 3. (TCO E) Based on the value of leadership communication and conflict management skills presented in the course, list a minimum of five major conflict resolution techniques that allow managers to control dysfunctional conflict or increase conflict when it is too low between parties. Support each technique with a clear and concise example of a manager's application of each technique during conflict resolution situations in the workplace.

24. SA 3. (TCO E) Define the term channel richness as it relates to the communication process. Briefly describe and defend which level of richness you would select when addressing a workplace conflict in the antecedent stage.


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27. SA management?


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(TCO E) What is leadership, and how does it differ from

28. SA 4. (TCO E) Define power from an organizational behavior perspective. What is the difference between power and influence?

29. SA 4. (TCO E) There are two forms of personal power. Select one of the forms. Explain the theory of how this power comes to be and is used. Then provide an example of a person who possesses this type of power and how he/she uses it.

30. SA 4. (TCO E) Compare and contrast charismatic and transformational leadership styles. Provide two characteristics of each leadership style.

31. SA 4. (TCO E) Differentiate between trait theories of leadership and behavioral theories of leadership. Describe each and give an example of each type of leadership.


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34. SA 5. (TCOs F and G) Explain how interpersonal conflict occurs, and give two examples of substantive conflict and two examples of emotional interpersonal conflict.

35. SA 5. (TCOs F and G) Although conflict is usually considered a negative experience to be avoided, it actually has the potential to produce positive organizational outcomes. Please identify three ways in which conflict can be a positive influence.

36. SA 5. (TCOs F and G) Describe and illustrate with an example an advantage that face-to-face communication has over written communication. Describe and illustrate with an example an advantage that written communication has over face-to-face communication.

37. SA 5. (TCOs F and G) Workplace deviance is costly to both organizations and employees. Victims of workplace deviance suffer from stressrelated conditions, decreased productivity, and low morale, and are more likely to leave the organization. How can norms be used to reduce deviant workplace behavior?


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2. EQ 1. (TCO B) Faxco Incorporated is a business with 500 employees. The CEO of the company has recently learned, based on employee surveys, that the employees are not very happy with the company. In fact, the CEO is starting to believe that this may be the reason why Faxco is experiencing slower sales and a recent budget crisis that threatens to shut down the company in three years if it is not fixed.

You are a consultant, and the CEO has asked you to visit the company for a week and analyze what might be going wrong. Here are your notes from the week. (1) Attended Manager 1's staff meeting. He has 200 employees working under him. Manager 1 talked about the recent budget problems that Faxco is having. He said, "It's not like we didn't know this was coming. The company makes a junky product compared to our competitors, and half the time, I think the manufacturing department is cutting corners." Manager 1 was overheard telling an employee, "I don't blame anyone if they are looking for work elsewhere."

(2) You overheard three employees talking after Manager 1's staff meeting. Employees are upset about the idea that the manufacturing department might be cutting corners and creating junky products. The company advertises its products as having the finest quality and durability.

(3) You attended Manager 2's staff meeting. He runs the tech department and has 20 employees. He was very upset with the marketing department. He stated, "Someone over in marketing reported to the CEO that a computer technician from this department was rude to them. I did not even ask who it was that was supposedly being rude. I know we're all techies in this department together and we don't behave that way." He also read an e-mail from a customer who said that someone from the tech department was rude. His response was, "All these customers do is complain. It's us versus them apparently, so we have to watch out." In light of what you learned in MGMT591 about diversity, job satisfaction, and attitudes, please write up a neatly-organized analysis for the CEO.

3. EQ 1. components of an attitude.

(TCO B) What is an attitude? Discuss the three basic

4. EQ 1. (TCO B) Discuss and provide examples of best practices an organization can implement to leverage diversity in areas such as group management, recruiting, hiring, retention, and development practices to increase an organizationâ€&#x;s competitive advantage.

5. EQ 1. (TCO B) Just as Judy Garland and Mickey Rooney cried, "Let's put on a show!" to solve problems in their 1940s movie lives, many businesses cry "Let's build teams!" to attack problems ranging from low productivity to poor morale, high costs, and missed deadlines. Likewise, in our Week 3 Case Study, Building a Coalition, we had a team begin to form to address problems in the Washington, DC

school system. Employee teams intuitively seem to be a great idea and are certainly a growing trend.

Use your newfound knowledge of teams and discuss the following three elements:

(a). Describe the stages of group development. Why is it important that managers have an understanding of the group development process? (15 points) (b). Identify and discuss three group property or team process elements you feel are most important in building a high performing team. (15 points) (c). Identify and discuss at least TWO factors that determine whether teams are successful. (15 points).

6. EQ 1. (TCO B) Researchers report that heredity has a strong influence on an individualâ€&#x;s personality. What are the implications of this in organizational settings?

7. EQ 1. (TCO B) John supervises five employees at a local manufacturing office and is trying to decide how to motivate them. The office is rather small and his employees work an eight hour day with only a 30 minute break for lunch (and they eat at their desks). He thinks that giving them a monetary bonus or a raise might be the way to get the group to start producing more. Discuss why money might not be a motivator to these employees, and what action could be taken instead to get them motivated.

8. EQ 1. (TCO B) You are the manager of a business that cleans airliners. You are contracted by airlines to perform quick cleanups on planes between flights, as well as more extensive cleanings while planes are parked overnight. The airline industry is facing financial pressures and these pressures have trickled down to you. The airlines are having their planes cleaned less often and, as a result, they are dirtier when they are cleaned. It also seems like passengers are increasingly likely to leave really gross stuff behind.

The work is difficult. Your employees have not received raises in some time, and it likely that they won‟t receive raises in the near future. The employees, individually and as a group, are quite open about not liking their jobs. Your managers are placing pressure on you to make the employees more productive. You subscribe to the theory that workers who are more satisfied with their jobs are more productive. You cannot give the employees raises, but you do have a very limited amount of discretionary funds. What can you do to increase the workers‟ level of job satisfaction? Provide five specific steps you could take.

9. EQ 1. (TCO B) Juanita Perez strongly believes in working for a company which promotes diversity. She is currently enrolled with you in a graduate program with a major in human resources management; and, she aspires to become a Chief Diversity Officer (CDO) in an organization respectful of differences. You have taken several courses with her; and, you both have discussed the fact that adult learners want to be involved and gain more exposure in the operations of the company they work for. You understand that she is searching for a new job.

Recently, Juanita attended an interview, where she was told that the company follows policies which focus on organizational diversity. This was very encouraging; and, she left the interview with a very positive feeling. Based on what she learned about selecting the right job early in one‟s career, she decided to research the company‟s claims. In addition, she wanted to look back on the Life Style Inventory data results (LSI) to review her personality traits and interests before considering taking a job if it was offered from this company.

Three days later, Juanita received a telephone call from the Human Resources department offering her the position she interviewed for the week prior. Based on the research findings she gathered after her visit to the company, and your understanding of using the LSI assessment tool for career decisions, please offer Juanita your recommendation based on the data she shared with you about the organization she is thinking about joining. She has to respond back with her decision within 48 hours; and, emailed you for your constructive analysis of the data and advice. Reflect on the research findings below, and prepare a detailed email with your recommendation. Substantiate your argument and be specific to accept or turn down the job offer. Juanita‟s research about the company includes:

85% percent of the top management positions in the company are held by men. She is the only Hispanic, Spanish speaking female in this division. The workforce is not dominated by any specific ethnic or racial group. The employees she talked with during her interview believe that they are treated equally in spite of differences in performance. Juanitaâ€&#x;s LSI assessment points out positive leadership attributes and communication skills verbal/written.


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12. EQ 2. (TCO E) You lead a team of marketing professionals. At a recent team meeting, Curtis and Andrea got into an argument in front of you and are no longer speaking to each other. Curtis came to you and complained that Andrea always tries to get all of the attention. Andrea came to you with that same complaint about Curtis after the argument. Recently you and your entire team took the Life Styles Inventory (LSI). Andrea is Conventional while Curtis is Competitive. Your style is Humanistic-Encouraging. You plan to hold a meeting with the three of you. What four specific things will you cover, and how will you approach each part of the communication differently based on the LSI results?

13. EQ 2. (TCO E) Mary has accepted a position as director of a nonprofit organization that represents a cause she deeply believes in. Her pay is $28,000 per year. Her position allows considerable flexibility, which is critical given her three school age children and family needs. Additionally, Mary works with many peers who she respects and her leadership essentially allows her the freedom to make decisions

without too much upper management review. Mary‟s husband Bill works as a Computer Engineer for a large consulting firm. His pay is $95,000 per year. Bill‟s work requires many late hours and weekends, as well as a considerable travel demand. This means that Bill misses much of the children‟s growing up experiences and that Mary has to carry those responsibilities alone. Bill‟s peers are extremely competitive and the nature of the role allows little collaboration. Additionally, Bill‟s boss is extremely aggressive and a micromanager. He and Bill clash constantly, and the boss has been very antagonistic and anxious that Bill is “out for his job.” Bill and Mary live in a part of the country where the median wage for a professional is approximately $65,000. Mary and Bill‟s dinner time conversations seem to regularly revolve around how dissatisfied they both are with their careers. Evaluate reasons why each seems dissatisfied and recommend how each can work to improve their levels of satisfaction in the workplace. What are their choices if they cannot resolve their concerns?

14. EQ 2. (TCO E) Describe the communications process in detail, including all key parts and their particular function; as well as movement of the communications. Provide examples of each part and elaborate on each example.

15. EQ 2. (TCO E) The use of social networking by professionals in the workplace as a means of communication is increasing dramatically. Describe how the use of social networks enhances or reduces productivity at an organizational level. Discuss how their social and work uses affect employee attitudes and behaviors.


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18. EQ 3. (TCO E) Eagle Standard Inc., (ESI) a major engineering firm, specializes in designing aircraft parts for government contracts. ESI employs project managers and 42 engineers who are divided into project groups of six to seven members. The majority of project team leaders have spent time in France and Britain learning new technology. The Eagle 6 Project Team, consisting of six engineers, is developing new equipment for a jet fighter. The project has been ongoing for 18

months, and all six engineers have been with this project group since its inception, working together on all of these projects. Eagle 6 works well together. However, the Eagle 6 team has the most technical project, and its engineers have been working too much overtime. The senior project manager, Bruce Chalnick, interviewed and hired a new engineer to help out, Richard Hue. Richard has good qualifications and seems to be knowledgeable and motivated. The work is challenging and gives him the opportunity to showcase his computer skills and engineering knowledge. Two weeks in, he quickly became a contributing member of the team, showing initiative and the willingness to work overtime and weekends to research possible solutions to potential problems. Richard was particularly adept with the computer system, and Bruce is ecstatic about his new hire. Richard is a loner, on and off the job. He is from Country X, a small island with a high power-distance culture; all of the other members of the team were born and raised in the United States. After three months, Richard's learning curve had just about peaked, and he began to suggest new ways of doing things. He offered to mentor the other engineers, but each time he was rebuffed. He then went to Bruce Chalnick and asked for another part of the program to work on. At that point, a senior member of Eagle 6, Tim Flossner, met with Bruce to discuss Richard. Tim stated he was speaking for the rest of the team, and said Richard is stuck up and arrogant. Tim said he and the other team members felt Richard flaunts his education and knowledge, and none of them like him. In fact, they can't stand him. Bruce told Tim that Richard thinks that the rest of the team are slackers who talk about bowling and sports instead of working. Richard thinks he is disliked because he's from Country X. Bruce wants to keep everyone in the company, and more importantly within the team, so how should Bruce handle this problem? Detail what he should do by applying at least two conflict management methods to enhance group and team performance. Include roles and decision making in your response.

19. EQ 3. (TCO E) As a manager of people, it is inevitable that you will have to deal with conflict issues. In our studies, we have identified the need to resolve conflict when it is seen to be counter to the organizationâ€&#x;s goals, and in some cases, to stimulate conflict to arrive at organizational goals or increase performance. Select any two of the nine conflict-resolution techniques. Explain how each technique could be used to reduce or eliminate conflict. Provide an example scenario for each. (15 points for each technique with an example scenario.) Select one of the four conflictstimulation techniques. Explain how that technique could be used to improve a groupâ€&#x;s performance. Provide an example scenario. (15 points)

20. EQ 3. (TCO E) In the small town of Evansville, Indiana, Amberville Textiles was not producing parachute and military blankets as it did in its height of success thirty years ago. When Joe Harley, the middle-level manager of the production department at Amberville was laid off, many employees who worked under him became apprehensive about their job security. They were aware of the current trend toward laying-off employees in the textile industry.

The termination of their manager, combined with the fact that the plant had performed only moderately well in the last two quarters, led the employees to believe that they were at a high risk of losing their jobs as well. Rumors had spread about impending lay-offs and the human resources manager was just developing the first formal interdepartmental communication network for managers to put into place the same week Joe Harley left the organization.

Analyze the current organizational and inter-departmental structure; then, prepare a clear, concise process-improvement strategy plan, which you will present in writing to the President and Human Resources Manager. Include specific examples of current communication issues and specific suggestions for improvement. Conclude with two recommendations for how the inter-departmental communication conflicts could be altered to improve accurate and timely communication and productivity within the current workforce.

21. EQ 3. (TCO E) You are the chair of the newly formed Campus Speaker Committee, a student organization that selects campus speakers. The funding for speakers selected by the committee comes from a wealthy, respected alumnus who wants more controversial speakers to speak to students on campus. The alumnus gave the school a $50,000 endowment earmarked for this purpose. However, his endowment is contingent upon studentsâ€&#x; ability to choose speakers without interference from faculty and administration.

The Campus Speaker Committee has selected Representative Baker, a Republican member of Congress who is actively involved in a number of controversial political issues and is an alumnus of your college. The board of trustees for the college is thrilled with the choice of a conservative speaker, but many students on campus have given the announcement a lukewarm reception. Three days before the speakerâ€&#x;s

scheduled visit, an article in the student newspaper reveals that Representative Baker was a member of a white supremacist group when he was in college. The article reports that the white supremacist group still exists, and it lists the group‟s website, which is full of racist statements.

Many students and faculty are now denouncing the Campus Speaker Committee for inviting such a person. The trustees and the school‟s president downplay the representative‟s former involvement in the group and continue to support his speaking on campus. The committee now must meet to decide whether or not to revoke Representative Baker‟s invitation to speak on campus.

Please respond to each of the following questions:

As the chair, consider potential barriers to effective communication and which communication strategies you would recommend to help committee members to (a) to minimize the possibility of groupthink; (b) to reach consensus if not unanimity. Why?

Specific conflict management (resolution and stimulation) techniques might help you to negotiate an optimal solution? Discuss. Why?

How will you use the “dimensions of conflict handling intentions” to address any conflict that may arise between committee members? Why?

22. EQ 3. (TCO E) William Smith and Julia Morin met each other during cycling competitions in Brooklyn, New York two years ago. Each of them worked in specialty bicycle shops in Manhattan as high-end mechanical technicians. Recently, they began to „dream‟ about the possibility of combining the two shops; then, starting up a third shop in Brooklyn. Their shop owners loved the idea, but the twenty-five current employees in each of the downtown Manhattan shops considered the start-up store in Brooklyn a threat.


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25. EQ 4. (TCOs C and D) Identify the five stages of team development, and explain what happens at each stage. Give a specific example from your own experience to highlight one of the stages.

26. EQ 4. (TCOs C and D) When a team works together, it has a huge range of skills available that it can utilize to deliver extraordinary results. Explain how organizations can create team players.

27. EQ 4. (TCOs C and D) Congratulations! Your manager just informed you that you‟ve been promoted to the team lead role for a multi-functional, virtual team. The stakes are high. The deliverables for this team are essential to the organization‟s strategic goals. Most of the team interaction will be online and your charter is to effectively manage the team, keep executive management updated on the status of critical milestones, and maintain a high performing team. Using the Team Effectiveness Model as a foundation, analyze and prioritize one solution from each category of the model (context, composition, and process) that you believe creates the best foundation for your team‟s success. Provide your rationale for your recommended solutions.

28. EQ 4. (TCOs C and D) The amount of cohesiveness and diversity found within teams can have both positive and negative effects upon a team‟s performance. Answer the following.

(a). Describe how a team‟s level of cohesiveness could have a negative impact upon performance. (b). List four ways to increase team cohesiveness. (c). How can increasing diversity in team membership decrease the team‟s performance? d. Indicate two ways to improve performance within diverse teams.

29. EQ 4. (TCOs C and D) Monica was recently promoted to the manager role for a large function in her organization that oversees global regulatory compliance for the company‟s products. Her prior department—Customer Complaints—is just one of the functional groups that provide input for her new department‟s charter. Monica is tasked with revising a set of complex processes to improve the quality and timeliness of regulatory reporting, and she has asked you for some recommendations about team format. Considering the numerous inputs and outputs of the affected processes, and the global reporting requirement, should Monica create a cross-functional team, a problem-solving team, a virtual team, or a hybrid? After careful analysis, write up your recommended team format and defend your reasons for the type of team Monica should establish.

30. EQ 4. (TCOs C and D) Managers and leaders must possess good communication skills in order to be successful and achieve their goals. However, there are many barriers to effective communication. Please describe five common barriers to effective communication that managers and leaders often need to overcome. Evaluate each of the five barrier‟s significance to the communication process. Then, identify an action that a manager or leader could take to overcome each barrier.

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