Part 1

1. Donald is the kind of manager who is interested in his own position, ignores the needs of others, and views the world as a zero-sum game with winners and losers. Which of the following conflict management styles is he most likely to use?

A. Competition

B. Accommodation

C. Collaboration

D. Avoidance

2. Sometimes, Dana has to choose assertiveness over cooperation, and enforce a conflict management solution that is unpopular but needs to be implemented for the greater good of the organization. This approach to conflict management is known as

A. operant.

B. uncompromising.

C. assertion.

D. competition.

3. The seven members of a project team are constantly arguing over goals and procedures, threatening a breakdown in the team's cohesiveness. This kind of conflict is referred to as

A. intergroup.

B. vertical.

C. horizontal.

D. intragroup

4. _______ leadership advances the interests of both leader and follower, but there is no deep or enduring link between them.

A. Moral

B. Transactional

C. Servant

D. Transformational

5. Which of the following orientations concerning ethical leadership involves temperance, humility, and a balanced approach to issues?

A. Justice

B. Moderation

C. Humane

D. Sustainability

6. Enrique is fascinated by the idea of _______ leadership, which is broadly distributed among members of a group, organization, or society.

A. value-based

B. shared

C. authentic

D. collaborative

7. As an example of _______, during a campaign for a state senate seat, a candidate promises he'll support the expansion of fracking in his district in exchange for votes.

A. transactional leadership

B. transformational leadership

C. servant leadership

D. moral leadership

8. In managing a conflict between two department heads, Sam knows that the goals are clearly incompatible, the parties have equal power, and a quick solution is necessary. Which style of conflict management is he most likely to choose?

A. Accommodation

B. Compromise

C. Collaboration

D. Avoidance

9. _______ is a managerial conflict style that is low on assertiveness but high on cooperation.

A. Competition

B. Accommodation

C. Collaboration

D. Avoidance

10. Which of the following is a common element of negotiation?

A. The parties are motivated and capable of influencing each other.

B. There is no disagreement over goals or processes.

C. The parties are completely independent.

D. The parties question whether or not they can reach an agreement

11. Kouzes and Posner suggest that one of the five "practices" through which leaders establish credibility is to step into the unknown and explore new ideas. This "practice" is referred to as

A. encouraging the heart.

B. inventing new ways to get things done.

C. challenging the process.

D. visioning.

12. Which conflict management style is Larry most likely to choose when the issues are not important to him, when his knowledge is limited, and when there is a long-term give and take?

A. Accommodation

B. Avoidance

C. Collaboration

D. Competition

13. Treating others with dignity and respect describes the _______ orientation of ethical leadership.

A. humane

B. justice

C. responsibility and sustainability

D. moderation

14. In an analysis of leadership from the perspective of jazz, the term _______ is used to describe the process through which leaders see the potential in others even when the quality of their performance is not yet up to the desired level.

A. synchronicity

B. sustainable riffing

C. web of inclusion

D. provocative competence

15. _______ is defined as the extent to which employees rely on others to get their work done.

A. Compromise

B. Competition

C. Collaboration

D. Interdependence

16. Which of the following terms describes an ethical violation of negotiation practices that highlights positive information while minimizing negative information?

A. False promises

B. Selective disclosure

C. Misrepresentation

D. Deception

17. According to the path-goal theory, directive behavior on the part of the leader will be most effective in situations where

A. tasks are stressful, frustrating, or unsatisfying.

B. rules and procedures are clear.

C. employees are submissive.

D. the demands of the task are ambiguous.

18. According to Bass's model of transformational leadership, which of the following elements are not listed as resulting in large-scale change?

A. Charisma

B. Ethics

C. Intellectual stimulation

D. Individual consideration

19. _______ is a process whereby two or more parties reach a mutually agreeable arrangement.

A. Negotiation

B. Competition

C. Interdependence

D. Conflict

20. _______ is a process in which people disagree over significant issues, therefore creating friction.

A. Contrast

B. Interdependence

C. Conflict

D. Competition

Part 2

1. Which component of structure is the degree to which each individual, department, or team performs limited narrow tasks?

A. Centralization

B. Formalization

C. Standardization

D. Specialization

2. According to Rosabeth Moss Kanter, structural characteristics of organizations that perpetuate powerlessness tend to

A. increase productivity in hopes of gaining more power.

B. increase compliance, but not commitment.

C. result in counterproductive behavior.

D. compel changes in reward and recognition structures.

3. As an employee who is determined to advance in his company, Manual knows that _______ is not only is helpful to him but also can help the company to better accomplish its mission.

A. resisting coercive authority

B. increasing his dependence on managers

C. gaining expertise and knowledge

D. pressing his manager for recognition of his work

4. _______ power may be considered a "two-way street," in that supervisors can punish subordinates by reducing pay or giving poor performance reviews, while employees can punish their supervisors by refusing work assignments or withholding crucial information.

A. Latent

B. Referent

C. Reward

D. Coercive

5. The five elements that form the context of an organization include all of the following except

A. character.

B. structure.

C. technology.

D. strategy.

6. Onetta may be said to have _______ power, because she is the person in the office everyone turns to for solving glitches in the computer system.

A. reward

B. referent

C. legitimate

D. expert

7. Serena knows that _______ is a political skill that can help her personally gain perspective on and manage the emotional effects of organizational politics.

A. empathy

B. self-disclosure

C. social astuteness

D. emotional regulation

8. The goal of a _______ structure is to provide a high level of integration between function and product without extensive resources.

A. product/divisional

B. functional

C. hybrid

D. matrix

9. _______ guards against our natural tendency to see immediate problems as being independent of the setting in which they reside.

A. Double-loop learning

B. Force-field analysis

C. SMART goal setting

D. Systems theory

10. Which of the following is probably the most widely used OD technique?

A. Quality of work life programs

B. Survey feedback

C. Third-party intervention

D. T-groups

11. Max Weber proposed all of the following types of power or domination except

A. legal-rational.

B. expert.

C. charismatic.

D. traditional.

12. Miranda has recently been hired as part of an organization's _______ team, which involves interacting with the environment in order to gather information and inform the environment about the organization's activities.

A. strategic formulation

B. boundary spanning

C. environmental scanning

D. strategic implementation

13. According to Peter Senge and his colleagues, the core capacity to create large systems change comes from within, an idea captured in the term

A. awareness.

B. emotional intelligence.

C. deep listening.

D. presence.

14. As an organizational development consultant, Zee begins by forming a _______, consisting of about 10 to 12 members who come together for an extended period to create its own agenda, its own norms and expectations, and its own models for appropriate behavior.

A. process group

B. T-group

C. internal commitment group

D. third-party intervention group

15. _______ are essential to resolving conflicts and to organizational effectiveness.

A. Executives

B. Hierarchical power structures

C. Self-serving processes

D. Political processes

16. Lynette is the type of worker who always shows up prepared and on time, has a kind word and a smile, and is genuinely warm and caring toward everyone she works with. Consequently, many of the people she works with look up to her and aspire to emulate her work ethic. What kind of power does this represent?

A. Referent

B. Overt

C. Reward

D. Latent

17. The type of strategy adopted by Gillette and Sony is known as

A. low-cost.

B. differentiation.

C. high-end.

D. broad scope.

18. In order to sharpen his political skills, Ricardo knows that he has to develop _______, the ability to read and respond to changing situations, and also to communicate this ability to others as sincere and genuine, which results in trust.

A. networking ability

B. sincerity

C. interpersonal influence

D. social awareness

19. One of her first tasks in laying out a plan for the organization she is helping to found, is to create a set of _______, specifying what needs to be achieved and when.

A. missions

B. goals

C. sectors

D. visions

20. The entire strategic _______ process includes both forging a cohesive set of strategies and executing them.

A. management

B. design

C. implementation

D. formulation