MGT 312 Week 4  Knowledge Check

Complete the Week 4 Knowledge Check

Week 4 Knowledge Check

The material presented below is not meant to be a comprehensive list of all you need to know in the content area. Rather it is a starting point for building your knowledge and skills. Additional study materials are recommended in each area below to help you master the material.

Personalized Study Guide Results

Score 12 / 12

Concept: Contemporary theories of leadership

Materials on the concept

• Path-Goal Theory: How Leaders Motivate Followers
• The Vroom and Yetton Model: Determining the Level of Subordinate Participation in Decision Making
• Leader–Member Exchange Theory: Relationships Between Leaders and Followers

1.

Which theory of leadership focuses on the fact that leaders must determine the outcomes that motivate their followers and then help their followers to receive these outcomes once they have accomplished their tasks?

Path-goal theory

Leader-member exchange theory

Fieldler’s contingency model

Vroom and Yetton model

2.

What is a disadvantage of subordinates’ participation in the decision-making process in an organization?

It adversely affects the work culture in an organization.

It reduces the willingness of employees to share important information with their leaders.

It slows down the decision-making process.

It reduces the effectiveness of the leader.

3.

Given below are some situations involving leader-subordinate relationships. Which of these illustrates a benefit of the leader-member exchange theory?

Jordan, a second-in-command sergeant, follows the orders from the commanding officer of his platoon, without question.

Carter coaches a football team; he seldom lets the players make their own decisions.

Connor is a senior executive manager at an investment bank; he does not entertain any informal conversations with his subordinates and insists that they follow a set of rigid norms.

Caleb is a head chef at a restaurant; he provides scope for his assistants to come up with

Concept: The nature and sources of power in organizations

Materials on the concept

• Sources of Formal Individual Power
• Charismatic Power
• Centrality

4.

What is the power of a person to give increases in salaries, upgrades in job roles, formal compliments, exciting ventures, and other rewards to his or her subordinates known as?

Charismatic power

Reward power

Referent power

Expert power

5.

Which is a disadvantage of charismatic power?

Subordinates tend to sightlessly shadow their leader with misguided purposes.

Subordinates tend to get demotivated by their leader.

Subordinates tend to become disloyal to their leader.

Subordinates tend to contradict every decision made by their leader.

6.

Aurasium Inc., a large pharmaceutical giant, has been severely affected by market recession. After thorough evaluation, the company’s top management has decided to downsize all its departments except research and development (R&D) because R&D is the most vital function of the organization. All R&D employees have been retained and the R&D unit continues to receive a major portion of the organization’s annual budget to fund its operations. Which source of power has most likely given the company’s R&D unit an advantage over the other units?

Ability to control contingencies

Centrality

Irreparability

Ability to control resources

Concept: The nature of organizational conflict

Materials on the concept

• Scarcity of Resources
• Felt Conflict
• Manifest Conflict

7.

Identify a true statement about the sources of organizational conflict.

Homogeneity of functions of employees is a source of conflict.

Evenness among the organizational positions of employees is a source of conflict

Clarity on differentiation of formal authority is a source of conflict.

Scarcity of funds and means among divisions is a source of conflict.

8.

Which stage of Pondy’s model of conflict is characterized by unpleasantness, lack of cooperation, and negative perceptions among the people involved?

Perceived conflict

Latent conflict

Manifest conflict

Felt conflict

9.

Cocoroma Corp. is an international coffee producer. Recently, workers at its coffee plantations demanded a raise in wages and asked the management to provide them with more affordable accommodation. These demands was outrightly denied by the management of Cocoroma; this resulted in the plantation workers going on strike. Which of the following statements about this scenario is most accurate in the context of Pondy’s model of conflict?

The plantation workers are at the stage of manifest conflict.

The plantation workers are at the stage of conflict aftermath.

The plantation workers are at the stage of latent conflict.

The plantation workers are at the stage of perceived conflict.

Concept: Strategies for dealing with conflict

Materials on the concept

• Promoting Compromise
• Group-Level Conflict Management

10.

Which of the following techniques can be used by a manager to foster compromise among the parties involved in a conflict?

Focusing completely on the demands of the parties involved

Placing more emphasis on the problem involved in the conflict rather than on the people

Highlighting only selective objectives that the parties involved in the conflict share

Refraining from acknowledging the source of the conflict

11.

Identify the type of conflict negotiation in which the groups involved choose to evade the steps necessary to resolve the conflict.

Accommodation

Compromise

Competition

Avoidance

12.

UB and TUC are two high-school basketball teams with a history of rivalry. In their most recent game, the referee granted a penalty shot to the UB team, which was furiously opposed by the TUC team. A time-out was called and the referee tried to get the teams to compromise. However, this negotiation led only to further insults and violence between players because neither team was willing to give in. Which type of conflict handling is best illustrated in the scenario?

Norming

Avoidance

Competition

Storming