Reference no: EM132121315

1. Which of the following behaviors is associated with employees classified as “not engaged”?

A. working late to improve a report that would have been acceptable as is

B. helping out a coworker with a task instead of taking your lunch hour

C. finishing tasks early and then going online instead of seeking out additional assignments

D. spending time during the workday forwarding lots of joke emails to coworkers, and sending some that mock the company’s managers and executives

E. getting assignments done promptly but aiming for them to be “just good enough” to pass muster

2. Jen’s boss tells her how impressed she is by the high sales figures Jen posted last quarter. She also mentions to Jen that if she exceeds them next quarter, she will give her a financial bonus. What sort of motivator is Jen’s boss using?

A. hygiene factor

B. intrinsic

C. type X

D. Vroom model

E. extrinsic

3. Elena is tasked with creating recommendations to improve productivity in her company’s production facility. She starts observing a particular group of workers, to determine what improvements can be made. However, when she begins to record her observations, she finds that the group of workers she is studying has already improved upon the starting production rate. These workers are operating more efficiently than they had been prior to her observation, even though no changes have been made in staffing, conditions, or procedures. What best explains this phenomena?

A. autonomy

B. Theory X

C. hygiene factors

D. the Hawthorne effect

E. strength-based management

4. Mark likes to involve his staff in important decisions whenever possible. He has learned that this style of management can be time-consuming and requires advanced planning, but he values the fact that it makes his employees feel more invested in the business. Which management style does Mark exemplify?

A. democratic

B. laissez-faire

C. visionary

D. autocratic

E. affiliative

5. Jeff wants to turn the rundown restaurant he just purchased into the first authentic Italian pizza restaurant in his small Midwestern town. He has purchased a top-of-line brick oven to cook his pizza, and has extensively researched the best cooking techniques and sources for ingredients. To get his employees on track with his goal, he has communicated his enthusiasm in fun and positive ways. While renovations are underway he has hosted “pizza parties” at his home, inviting employees and their friends over to make authentic pies. He created a Facebook page detailing his quest for authentic Italian pizza in the heartland of the U.S., and his employees have all caught his enthusiasm and “liked” his page. What leadership trait is best exemplified by Jeff?

A. enabling others to act

B. inspiring a shared vision

C. exhibiting emotional intelligence

D. challenging the process

E. modeling the way

6. Aldo has just been selected as the newest member of a cross-functional team. He is a conscientious worker, and is eager to help. He never has trouble coming up with new ideas and is often complimented for thinking outside of the box. Which of Belbin’s nine roles does Aldo best exemplify?

A. plant

B. implementer

C. shaper

D. specialist

E. coordinator

7. Which of the following factors would NOT contribute to a creative environment in a workplace that encourages flow?

A. keeping the employees intellectually engaged

B. managers taking responsibility for sparking imagination

C. removing distractions so employees do their best work

D. removing the sense of obligation to the company

E. engaging customers as prolific partners

8. Other than the needs for achievement and affiliation, which of the following is the main motivator listed in McClelland’s “three needs” theory?

A. the need for self-actualization

B. the need for safety

C. the need for education

D. the need for power

E. the need for recognition

9. According to the expectancy theory of Victor Vroom, the relationship between which of the following is associated with an individual’s motivation?

A. power, control, and valence

B. expectancy, instrumentality, and power

C. expectancy, instrumentality, and valence

D. instrumentality, valence, and power

E. valence, power, and expectancy

10. What are the three commodities that modern knowledge workers value more than money?

A. autonomy, instrumentality, and valence

B. expectancy, instrumentality, and purpose

C. expectancy, instrumentality, and valence

D. purpose, autonomy, and mastery

E. mastery, instrumentality, and expectancy

11. Which of the following statements is TRUE about industrial psychology?

A. Industrial psychology suggests that people view work as being as natural as playing and resting.

B. Industrial psychology tries to understand scientifically how to manage employees and work optimally.

C. Industrial psychology deals with the importance an individual places on the expected outcome of a situation.

D. Industrial psychology suggests that people inherently dislike work and want to avoid it.

E. Industrial psychology relies heavily on collaborative decision-making and emphasizes individual responsibility.

12. Which of the following statement is TRUE about autocratic leadership?

A. Autocratic leaders involve employees in decision-making.

B. Autocratic leaders value people’s input and get commitment through participation.

C. Autocratic leaders explain how and why people’s efforts contribute to the “dream.”

D. Autocratic leaders delegate authority.

E. Autocratic leaders soothe fear by giving clear direction in an emergency.

13. Which of the following is NOT a trait of a great leader?

A. Great leaders challenge the process by not always accepting conventional beliefs and practices.

B. Great leaders inspire a shared vision and motivate people to care about the corporate goals.

C. Great leaders model the way by serving as a living example of the ideals that they are asking their employees to share.

D. Great leaders possess a high degree of emotional intelligence—the ability to understand both one’s own and others’ emotions.

E. Great leaders help colleagues by accepting responsibilities of others and accomplishing their tasks for them.

14. What is groupthink?

A. the ability of people with similar backgrounds to generate diverse ideas

B. the tendency of teammates to depend on one another’s efforts to complete tasks.

C. the tendency of a team’s collective thinking to enhance creativity

D. the behavior of “wanting to stand out” leading to narrow-mindedness

E. the behavior of “wanting to fit in” leading to narrow-mindedness

15. Which of the following is NOT a habit of successful people according to the Seven Habits model developed by Stephen Covey?

A. thinking win-win

B. seeking first to understand and then to be understood

C. being proactive

D. beginning with the end in mind

E. never depending on others