Accounting
Anthropology
Archaeology
Art History
Banking
Biology & Life Science
Business
Business Communication
Business Development
Business Ethics
Business Law
Chemistry
Communication
Computer Science
Counseling
Criminal Law
Curriculum & Instruction
Design
Earth Science
Economic
Education
Engineering
Finance
History & Theory
Humanities
Human Resource
International Business
Investments & Securities
Journalism
Law
Management
Marketing
Medicine
Medicine & Health Science
Nursing
Philosophy
Physic
Psychology
Real Estate
Science
Social Science
Sociology
Special Education
Speech
Visual Arts
Question
Robert supervised five construction workers on a renovation project. He returned from a break to find two of them swinging a third worker out of the 85th floor window area on a pulley and rope. Robert yelled, "Get back to work!" Evaluate Robert's transactional leadership behavior.
A. There are no leadership behaviors in this example.
B. Robert did a good job of supplying contingent rewards when he did not fire the workers for the rope swinging.
C. Robert did a poor job of supplying contingent rewards when he did not let the workers continue with their fun.
D. Robert did a good job of providing management-by-exception when he simply told the workers to get back to work.
E. Robert did a poor job of providing management-by-exception when his reaction failed to convey the inherent danger in the situation.
Answer
This answer is hidden. It contains 238 characters.
Related questions
Q:
In an effective planned change process, collecting data is essentially always the first step.
Q:
Resistance to change can come about for many reasons. Explain.
Q:
Explain Total Quality Management as a technological intervention. Also, distinguish it from Six Sigma.
Q:
Explain the interventions involving organization structure, reporting relationships, target markets and customers, and new product or service introductions.
Q:
Discuss how the role of smart change agents varies in the change process.
Q:
Which of the following is true about the fundamental lessons of change?
A. Change for change's sake.
B. Define your change goals in terms of results.
C. Ignore customers. Focus on the organization.
D. Focus on the change, not on future organizational state.
E. Go for big wins.
Q:
The _____ approach to overcoming resistance is commonly used when people are resisting because of adjustment problems.
A. education and communication
B. manipulation and co-optation
C. facilitation and support
D. implicit and explicit coercion
E. negotiation and agreement
Q:
A change agent advises a product distributor to change to regional warehousing instead of direct shipment. This is an example of a _____ intervention.
A. strategic
B. social and human resources
C. structural
D. technological
E. reframing
Q:
A change agent advises a computer manufacturer to change its target market and distribution system. This is an example of a _____ intervention.
A. strategic
B. social and human resources
C. structural
D. technological
E. framing
Q:
Flo & Lo Co. groups its activities based on its products and services offered to customers. Explain the organizational form adopted by the company.
Q:
Explain the existence of clan culture in an organization.
Q:
Which of the following generations focuses on loyalty not to the company but to relationship with others?
A. Boomers
B. Traditionalists
C. Generation Y
D. Xers
E. Millennials
Q:
The goals of Secure LLC., a company offering secure wireless installations, are product specialization and innovation. The functions of the company are grouped on the basis of the products it offers to its customers. Which of the following organizational forms has been adopted by the company?
A. Matrix
B. Involuntary
C. Functional
D. Specialist
E. Divisional
Q:
An adhocracy culture is the opposite of a hierarchical culture.
Q:
In order to build common norms and values, a company adopts the rites of integration.
Q:
Carl, a manager at Aim & Dart, wants to test job candidates for their ability to learn and acquire cognitive skills. Given that increasing the minority representation at Aim & Dart is a top priority, what predictor(s) should Carl adopt and why?
Q:
Managers are better recruiters than human resource and corporate recruiters. Present supporting claims to this statement.
Q:
Good recruiters "sell" their organizations to good candidates. Contradict the statement.
Q:
During an interview, Graham asks the applicant, Jack, "Do you believe you are too honest to steal at work?" What test is Graham using?
A. Personality-based integrity test
B. General mental ability test
C. Psychometric test
D. Overt integrity test
E. Simulation test
Q:
Which of the following is an example of a performance test?
A. Cognitive ability test
B. Overt integrity test
C. Work sample
D. Personality-based integrity test
E. Psychometric test
Q:
Which of the following is an example of adverse impact?
A. A company isolating an employee because of his sexual orientation.
B. A company rejecting applications from people with disabilities on the assumption that they cannot adequately do the job.
C. Evaluating an employee less favorably because the recruiter disapproves of his cultural beliefs.
D. Singling out an employee as spokesperson based on his race.
E. Failing to make reasonable accommodation for an employee based on his gender.
Q:
Since companies are obliged to be discrete about their standardized selection processes, applicants must not be informed about the process.
Q:
One of the outcomes of a successful negotiation is that all parties believe they have made a good deal.
Q:
Competition is an appropriate conflict management style when someone has to be in charge to effectively coordinate complex systems.
Q:
As a manager, how would you reach to the bait-and-switch tactic?
Q:
Throw light on the advantages of using the collaboration style of managing conflict.
Q:
List down three positive and three negative effects of conflict in an organization.
Q:
Which of the following indicators shows that a party will be competitive, rather than cooperative, during negotiations?
A. Negotiating issues are primarily financial.
B. They have a pattern of being cooperative in past negotiations.
C. They want to maintain a good relationship with the other party.
D. This negotiation is part of a long-term ongoing negotiation process.
E. They trust the other parties involved and freely share information.
Q:
Carl decided that the conflict situation he faces with his fellow department heads at a remote location is not that important. The issue is trivial, and he rarely works with anyone from that location. The issue should be resolved soon. What conflict management style should he use?
A. Avoidance
B. Accommodation
C. Competition
D. Compromise
E. Collaboration
Q:
Which of the following is a disadvantage of employing the collaborative conflict management style?
A. It does not take relationships into account.
B. It does not save time.
C. There is no commitment to reach a solution under which everyone benefits.
D. Perspectives from different groups cannot be merged.
E. People do not feel committed to the agreed upon solution.