Leadership and Team Dynamics Solved
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Course Introduction
Leadership and Team Dynamics explores the principles and practices necessary for effective leadership and high-performing teams in various organizational settings. This course examines leadership theories, styles, and behaviors while addressing the influence of culture, communication, motivation, and conflict on team performance. Students will analyze team roles, group decision-making, and strategies for fostering collaboration and trust. Through case studies, group projects, and reflective exercises, participants will develop the skills to lead diverse teams, resolve conflict, and drive organizational success.
Recommended Textbook Organizations Behavior Structure Processes 14th Edition by James L Gibson
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Page 2
Chapter 1: Managing Effective Organizations
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Sample Questions
Q1) Your professors may have stated that it's the management's responsibility to devise integrating methods and processes.What function of management were they referring to?
A)Planning
B)Leading
C)Organizing
D)Controlling
Answer: C
Q2) Describe the types of environmental forces that make it necessary for organizations to initiate changes.
Answer: Answers will vary but may include changes in workforce technology,the economy,competition,social trends,and world politics.
Q3) Carol is determining the appropriate structure of her organization.What function of management is she fulfilling?
A)Planning
B)Organization
C)Leading
D)Controlling
Answer: B
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Page 3
Chapter 2: Organizational Culture
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Sample Questions
Q1) The use of organizational culture as a perspective from which to understand the behavior of individuals and groups within organizations has been limited due to
A)the linkage of organizational outcomes being only been tangential
B)there being multiple definitions of organizational culture
C)Both A and B
D)None of the above
Answer: B
Q2) In a study on cross-gender mentoring found that male-female mentor matchings ________ female-female mentoring.
A)can be as successful as B)are more successful than C)are less successful as D)of unpredictable effectiveness in comparison with Answer: A
Q3) "Values" are the unconscious desires of people that guide their behavior. A)True
B)False
Answer: False
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Page 4
Chapter 3: Managing Globally
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Sample Questions
Q1) Culture shock __________________.
A)refers to the frustration and confusion that result from being constantly subjected to strange and unfamiliar cues about what to do and how to get it done
B)typically sets in after an initial positive period
C)is a period in which the manager may miss the familiar surroundings of the home office
D)All of the above
Answer: D
Q2) Because the family can be such an important factor in expatriate manager failures,the temptation for many companies may be to send only single managers.While this practice might eliminate one problem,it could __________________.
A)be a violation of the law as established by Equal Employment Opportunity Commission v.Arabian American Oil Co
B)unintentionally discriminate against women
C)lead to violations of the Equal Pay Act
D)All of the above
Answer: B
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Page 5
Chapter 4: Individual Behavior and Differences
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Sample Questions
Q1) While Pat is quick to take credit for favorable outcomes,he dismisses responsibility for poor performance instead attributing those to situational factors.This may be an example of a _______________________.
A)distinctiveness bias
B)fundamental attribution
C)self-serving bias
D)self-justifying bias
Q2) There are no compelling data suggesting that men or women are better job performers.Research however indicates that there may differences between genders regarding _________.
A)reasoning
B)creativity
C)absenteeism
D)No differences are indicated in the research
Q3) Research has found "citizenship" behaviors are _________ satisfied workers.
A)to less prevalent among B)modestly related to
C)more prevalent among D)are not clearly related to
Q4) What is an attribution and what are the two general categories of attributions?
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Chapter 5: Motivation: Background and Theories
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Sample Questions
Q1) Perceived overpayment inequity is more likely to occur when friends are involved.
A)True
B)False
Q2) The expectancy theory of motivation considers two levels of outcomes.These are _______________.
A)intrinsic and extrinsic
B)first-and second-level
C)hygiene and motivating
D)positive and negative
Q3) Needs are forces acting on an employee that initiate and direct behavior.
A)True
B)False
Q4) Herzberg's original research on the two-factor theory was based upon _________.
A)a worldwide survey of IBM employees
B)a group of 200 accountants and engineers
C)208 employees working in 13 different jobs in a telephone company
D)None of the above
Q5) While similar,Maslow's and Alderfer's theory are distinct.Which theory do you believe is more effective in describing motivation?
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Chapter 6: Motivation: Organizational Applications
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Sample Questions
Q1) BigCo has implemented a system so employees may "gain" more pay by learning more job related skills.This is an example of a "gainsharing" program.
A)True
B)False
Q2) Interpersonal rewards are ________________ rewards such as receiving recognition or being able to interact socially on the job.
A)nontraditional
B)peripheral
C)extrinsic
D)intrinsic
Q3) Banking time off refers to the practice of ___________.
A)"cashing in" or exchanging allocated time off for additional pay while working
B)allowing employees to build up time off credits for such behaviors as good performance or attendance
C)the general practice of carrying unused vacation time from one year to another D)a budget process used to determine pay outs under a Scanlon Plan
Q4) Managers can influence worker motivation.
A)True
B)False
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Chapter 7: Managing Workplace Stress
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Sample Questions
Q1) Type B personalities typically have a confident style that allows them to work at a steady pace and not to race against the clock.
A)True
B)False
Q2) Jane has learned to control several of her internal body processes.She is most likely practicing ___________.
A)biofeedback
B)relaxation training
C)meditation
D)EAP
Q3) What are the organizational consequences of stress?
Q4) Among the individual outcomes of stress,those classified as psychological are perhaps the most dysfunctional because they can in turn contribute to physical illness.
A)True
B)False
Q5) Describe the concept of social support and the various forms it may take,providing examples of each.
Q6) What is burnout?
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Chapter 8: Group and Team Behavior
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Sample Questions
Q1) High levels of cohesiveness and closeness are a primary contributor to
A)the Ash effect
B)groupthink
C)social loafing
D)social shirking
Q2) The ________ role is the behavior that a person carries out.
A)perceived
B)expected
C)enacted
D)true
Q3) The five-stage and PEM are equally applicable to project teams and temporary groups.
A)True
B)False
Q4) Managers who are contemplating whether or how best to reorganize their human resources into teams should not just assume that team diversity will automatically lead to higher performance.
A)True
B)False
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Chapter 9: Conflict and Negotiation
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Sample Questions
Q1) Changing the structure of the organization ___________.
A)helps resolve intergroup conflict
B)creates conflict
C)Both A and B
D)typically has no impact on conflict
Q2) Management must seek to eliminate all conflict because it can negatively influence performance by shifting group members' attention away from important tasks.
A)True
B)False
Q3) The specific aims of ___________ include setting goals and priorities,analyzing how the group does its work,examining the group's norms and processes for communicating and decision making,and assessing the interpersonal relationships within the group.
A)"storming"
B)team building
C)team design
D)group development
Q4) Should management stimulate conflict? What are the risks associated with conflict?
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11
Chapter 10: Power and Politics
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Sample Questions
Q1) Kanter argues that power stems from ___________.
A)structures specifying certain individuals to perform specific jobs
B)access to resources,information,and support and from the ability to get cooperation in doing necessary work
C)strong action,by giving help or advice,by controlling someone
D)All of the above
Q2) Researchers investigating whether gender differences existed in subordinates' perceptions of managers' power found that male and female managers did not show significant differences in reward,coercive,legitimate,and referent bases of power.
A)True
B)False
Q3) What is meant by political behavior? Is it bad to engage in political behavior?
Q4) Which of the following would be considered a coping activity? Coping by
A)prevention
B)information
C)absorption
D)All of the above
Q5) Describe five of the political games Mintzberg described.
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Chapter 11: Leadership: Fundamentals
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Sample Questions
Q1) To a significant extent,the personnel testing component of scientific management supported the trait theory of leadership.
A)True
B)False
Q2) According to Fiedler's contingency model of leadership,relationship-oriented leaders will respond to training to make them more task-oriented while task-oriented leaders typically cannot be trained.
A)True
B)False
Q3) UM research represents job-centered and employee-centered leadership as
A)manifestations of particular leader traits
B)separate leadership styles
C)two separate dimensions of leadership
D)None of the above
Q4) The path-goal theory has led to the development of two important propositions.Describe these propositions.
Q5) List and briefly describe the four leadership styles described in the situational leadership model.
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Chapter 12: Leadership: Emerging Perspectives
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Sample Questions
Q1) When no stringent time constraints are present,DTP does not impact D<sub>Eff</sub>.
A)True
B)False
Q2) Charisma is necessary but alone is insufficient for successful transformational leadership.Explain this statement.
Q3) The formula D<sub>Eff</sub> - Cost - DPR represents overall decision effectiveness.
A)True
B)False
Q4) One national sample of US workers showed ___________ of the participants perceived a direct relationship between how hard they worked and how much pay they received.
A)80%
B)50%
C)30%
D)20%
Q5) Describe how "overall effectiveness" differs from "decision effectiveness" and when each term is appropriate to use.
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Page 14
Chapter 13: Work Design
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Sample Questions
Q1) Jane has been tasked with reconsidering what employees are expected to do on the job.Jane's task can be best termed as _________.
A)job design
B)task design
C)process redesign
D)job redesign
Q2) The text presents that the "impetus for designing job depth was provided by Herzberg." Justify this statement and provide direction on how management may apply this learning.
Q3) The job characteristics model incorporates employee growth needs with job characteristics,psychological states and job outcomes.
A)True
B)False
Q4) Allowing an employee to choose between working four 10 hour shifts rather than five eights is an example of flextime.
A)True
B)False
Q5) How are total quality management and job enrichment related?
Q6) What is the relevance of sociotechnical theory to job design?
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Chapter 14: Organization Structure
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Sample Questions
Q1) Benefits of decentralization include _________.
A)increased autonomy
B)increased competition
C)its impact on professional development
D)All of the above
Q2) Which of the following organizational forms typically would have the least redundancy in positions?
A)Customer
B)Functional
C)Geographic
D)Product
Q3) Is there an "ideal" span of control? Justify your answer.
Q4) Wigitech has a high degree of differences between organizational units.This would,using the term of Lawrence and Lorsch,indicate _________.
A)low integration
B)high differentiation
C)high environmental response
D)None of the above
Q5) Would Fayol support a mechanistic and organic organizational form?
Q6) Describe the origin,meaning and application of sociotechnical systems theory.
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Chapter 15: Managing Communication
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Sample Questions
Q1) Filtering involves the manipulation of information so that the receiver perceives it as positive.
A)True
B)False
Q2) The major form of encoding is _________.
A)language
B)binary
C)alphanumeric
D)base 10
Q3) The following are ordered from highest to lowest levels of information richness.
A)Face-to-face,telephone,memo,general email
B)General email,telephone,memo,face-to-face
C)Face-to-face,memo,telephone,general email
D)Video conference,memos,faxes,telephone
Q4) Type B,C and D managers typically resort to behaviors that are detrimental to the effectiveness of communication and to organizational performance.
A)True
B)False
Q5) What advice would you give an organization regarding grapevines and rumors?
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Chapter 16: Decision Making
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Sample Questions
Q1) "Certainty" in decision making __________.
A)typically applies only to programmed decisions
B)occurs when the decision maker has complete knowledge of the probability of the outcome for each alternative C)refers to those situations when there is only one alternative D)is said to exist when all alternatives have been enumerated
Q2) Six individual behavior factors have been discussed as having a significant effect on the decision-making process.Describe the impact of these factors.
Q3) The text provided a number of issues that can hinder the identification of the problem.Describe these issues and provide examples.
Q4) Without knowing all of the possible alternatives or their outcomes,managers frequently approach the selection of alternatives as satisficers rather than optimizers. A)True B)False
Q5) When can group decision making produce better outcomes than individual ones? Provide examples and justifications.
Q6) Do most managerial decisions find "optimal" solutions? Justify your answer.
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Page 18
Chapter 17: Managing Organizational Change and Learning
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Sample Questions
Q1) Conditions that Dryer states must be present if an intervention is to have some chance of bringing about the desired change include all of the following except
A)people who are involved needing to have advance information that enables them to know what is to happen and why they are being asked to do what they are to do
B)management having a high and visible commitment to the effort
C)the presence of an external change agent
D)None of the above
Q2) What is management's role in building a learning organization?
Q3) Organizations can take several approaches to introduce change.List and briefly discuss these approaches.
Q4) While it is the least used,the combination external-internal change team has an excellent chance of success.
A)True
B)False
Q5) Resistance to change comes from a number of sources.Describe why people resist change.
Q6) What is AI and how would you implement an AI imitative?
Q7) Icebergs have been used as an analogy to organization.Explain this analogy.
Page 19
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