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
Allied Health Services
Q:
____ is a negotiation tactic which involves trading off on issues that are of different value to each party.a. Pitching c. Aggregatingb. Compromising d. Logrolling
Q:
The three strategies that are the most common when individuals engage another party and seek resolution are ____.
a. compromising, competing, and collaborating
b. compromising, competing and consistency
c. creating, combining and consistency
d. creating, cost-effectiveness and collaborating
Q:
____ is the tendency for others to exchange equal levels of goods and services.a. Bartering c. Reciprocityb. Sharing d. Fairness
Q:
Emotional ____ occurs when emotions are transmitted from one party to another.a. reaching c. displacementb. passage d. contagion
Q:
____ reflects differences amongst the parties in understanding and carrying out duties.a. Task conflict c. Relationship conflictb. Task resolution d. Relationship adherence
Q:
____ refers to a situation within an organization where one work group or unit lay at the intersection of many other work groups or units.a. Network reference c. Cross consistencyb. Network centrality d. Cross continuity
Q:
Three major sources of power within an organization are ____.a. resources, cultural, and hierarchyb. structural, cultural, and knowledge-basedc. structural, cultural, and hierarchyd. management, culture, and knowledge-based
Q:
____ is the use of subtle influence dynamics to achieve desired goals.a. Persuasion c. Convictionb. Power d. Coercion
Q:
Match each item with a statement below:a. Power/Interest matrixb. belief biasc. feedback modeld. wheel communicatione. social networksf. Y communicationg. pull of "power"h. nominal group techniquei. Mini Delphij. framing 1) Where people report up to a superior, who in turn has a dual reporting relationship to two separate superiors2) Useful tool to guide stakeholder analysis3) Suitable when you have to communicate with several people who have no need to communicate directly with each other4) Tendency of people to respond to appeals invoking ultimate values such as safety, connection, community, or truth5) Increases and balances participation among meeting participants6) Tendency of people to accept any and all conclusions that fit within their systems of belief7) Connections among a group of people and the broader environment in which they live and work8) Where respondents prioritize alternatives, then repeat exercise after seeing the average rankings from previous rounds9) Powerfully affects people's perceptions, standards they will call to mind, evidence they will consider relevant, emotions they will feel and decisions they will ultimately make10) Requires attention not only to the intended meaning but also to the entire context in which communication takes place
Q:
To communicate successfully in a health care organization, you must learn to adapt to the "____" and speak many different "languages."
Q:
____________________ communication is simple hierarchical communication.
Q:
____________________ refers to the pattern of relationships that a group of people have.
Q:
____________________ provide a structured setting where participants collectively explore issues in depth.
Q:
____________________ are used to generate hypotheses about the way members and customers think.
Q:
____________________ have an interest in a corporation's investments, projects, environmental policies, and other commitments because they all have consequences that extend far beyond the narrow circle of profit-and-loss statements.
Q:
At the very center of stakeholder management, like the bull's eye in the middle of a target, are their ____________________, problems and needs.
Q:
____________________ ensures that people take you and your ideas seriously.
Q:
The ____________________ is the problem of imagining another person's state of mind when you have a piece of knowledge that they lack.
Q:
Effective speakers "package" their message using one or more of the three persuasive means of conveying a message: ethos (character), ____________________ (emotion), and logos (logic).
Q:
Real-time team meetings are venues where ____ communication takes place.a. enhanced c. structuredb. all-channel d. circle
Q:
____ explains how information spreads.a. Hierarchy c. Contagionb. Collapsing d. Staggering
Q:
A weakness of ____ is that it is not appropriate for exploring a particular idea or proposal in depth.a. structured interviews c. open-ended interviewsb. focus groups d. interview design
Q:
The issue of broad representation generally becomes more important as an organizational initiative moves into the ____ phase.a. origination c. scoutingb. implementation d. planning
Q:
One reason that broad involvement of many different stakeholders is crucial to the success of a communicator is that stakeholders can ____.a. determine their worth c. reluctantly complyb. demand better benefits d. offer their expertise
Q:
After simplicity, the second most important quality of one's message is ____.a. complexity c. vividnessb. brevity d. uniqueness
Q:
Psychologists have discovered that people sometimes have what they call "____" on various beliefs and opinions, and their willingness to be flexible on these positions can depend on how much they are asked to change.a. anchor positions c. stubbornnessb. concrete positions d. over-confidence
Q:
The ____ principle is the need for people to behave in ways that are consistent with previously declared values and norms.a. sequencing c. familiarityb. normative d. consistency
Q:
____ give(s) people a level of trust and confidence in each other, facilitating communication and making it easier to cooperate.a. Contracts c. Dependenceb. Relationships d. Stability
Q:
The consensus among contemporary scholars is that today's leaders need to engage in robust, targeted ____ communication.a. top-down c. bottom-upb. two-way d. centralized
Q:
Match each item with a statement below:a. tenure diversityb. ambassador activitiesc. pooled interdependenced. psychological safetye. social capitalf. informal groupsg. task-coordinator activitiesh. team cohesivenessi. reciprocal interdependencej. project teams 1) Situation in which each member makes a contribution to the group output without the need of interaction among members2) Often form naturally by individuals in the organization to fill a personal or social interest or need3) Time limited, producing one-time outputs such as a new product or service or a new information system4) Degree to which members of a group are attracted to other members and, thereby, are motivated to stay in the group5) Length of time members have been on the team6) Individuals' perceptions about the consequences of interpersonal risks in their work environment7) Where communication is frequent with other groups and persons at lateral levels in the organization.8) Web of cooperative relationships between providers in a service system that involve interpersonal trust, norms of reciprocity and mutual aid9) Situation in which the outputs of each member become inputs for the others; thereby, each member poses a contingency for the other10) Where communication is frequent with those above in the hierarchy
Q:
The ____________________ stage of team development is when the team grows more cohesive and aligned in purpose and actions.
Q:
When tasks are relatively complex, centralized ____________________ lower both speed and accuracy because of information overload.
Q:
____________________ rewards employees for acquiring specific skills needed by an employee's team.
Q:
____________________ is a situation in which one group member must act before another one can.
Q:
___________________ refers to the degree to which team members must rely on one another to perform work effectively.
Q:
The principle of ____________________ specifies that organizational structures and processes must be aligned with a number of factors.
Q:
___________________ is a measure of worth conferred on an individual by a group.
Q:
A major challenge resulting from ____________________ is managing these multiple viewpoints and worldviews and the conflicts that may result from interactions among many team members.
Q:
When an organization moves to cross-functional teams, employees may have multiple ____________________, perhaps to a project team manager as well as their functional manager.
Q:
Teams have a defined purpose, membership or composition, structure, specific processes, and ___________________.
Q:
The ____ stage of team development is characterized by disagreement, counter-independence, and the need to manage conflict.a. storming c. adjourningb. forming d. performing
Q:
____ group technique and Delphi technique elicit group members' opinions prior to judgments about those opinions.a. Normal c. Unbiasedb. Biased d. Nominal
Q:
Members carrying out ____ activities are involved in general scanning for ideas and information about the external environment.a. ambassador c. scoutingb. functional d. locating
Q:
____ leadership is the legitimate authority given to a team member.a. Formal c. Informalb. Official d. Direct
Q:
Effective team performance is dependent upon a team's ability to form ____ with other teams in a positive and productive manner.a. municipalities c. intragroup dynamicsb. intergroup relationships d. independence
Q:
Team goals and their accompanying tasks can be categorized according to ____, complexity, and diversity.a. goal direction c. standardizationb. goal clarity d. aptitude
Q:
____ are rules that standardize how people act at work on a day-to-day basis.a. Guidelines c. Behavior normsb. Societal norms d. Performance norms
Q:
____ is a phenomenon in which a team member benefits for the work of the team without making a commensurate contribution to the work of the team.a. Social loafing c. Misrepresentationb. Social integration d. Miscalculation
Q:
____ are groups of people responsible for producing goods or providing services.a. Support teams c. Governing boardsb. Management teams d. Work teams
Q:
____ are organizational-based social systems.a. Informal groups c. Formal groupsb. Dependent groups d. Clusters
Q:
Match each item with a statement below:a. job redesignb. hygiene factorsc. Maslow's hierarchy of needsd. motivatorse. process modelsf. need-based theoriesg. two-factor theoryh. equity perspectivei. belongingnessj. expectancy theory 1) Idea that satisfaction and motivation are achieved via recognition, the work itself, responsibility, and advancement2) Assumes that people make rational calculations about how to expend effort on work and they make choices that will lead to desired rewards3) Involves social processes, such as the need for love and affection and the need to be accepted by one's peers4) Idea that people want to satisfy various needs that can be arranged in order of importance5) Cause dissatisfaction and are related to the work environment6) Includes achievement, recognition, the work itself, responsibility, and advancement7) Have the view that the content of work is often not enough to motivate people; they need reinforcement, expectations, fairness, and goals to be energized to perform their best8) Assume that motivation comes from the desire to satisfy necessities9) Idea that altering certain aspects of the job to satisfy employees' psychological needs will motivate them to exert more effort10) Assumes that people compare themselves to others and such comparisons affect their motivation
Q:
____________________ links desired behaviors or outcomes to financial rewards or penalties.
Q:
High levels of job dissatisfaction and voluntary turnover among ___________________ have become a major and chronic problem that threatens quality of care in health care organizations across the U.S..
Q:
Locke and his colleagues define a(n) ____________________ as something that an individual is consciously attempting to attain.
Q:
Adams proposed a theory of work motivation that assumes that individuals value and seek fairness, or ____________________, in their relationships with employers.
Q:
____________________ refers to an individual's need to accomplish complex tasks, compete, and resolve problems.
Q:
Job continuity, a grievance system, and an adequate health insurance and retirement package satisfy ____________________ needs in Maslow's hierarchy of needs.
Q:
___________________ are physical or psychological deficiencies that make specific outcomes or goals attractive.
Q:
The motivation process often begins with needs that reflect some ____________________ within the individual.
Q:
Managers need to periodically assess motivation and performance, taking into account occupational, ____________________, and personal factors of the employees.
Q:
____________________ is a state of feeling or thinking in which one is energized or aroused to perform a task or engage in a particular behavior.
Q:
____ involves "directed autonomy" whereby individuals or teams are given an overall direction yet considerable leeway concerning how they go about following that direction.a. Allotment c. Enforcementb. Engagement d. Empowerment
Q:
The causes of motivational problems often fall into three categories: 1) inadequate definition of the desired performance, 2) impediments to employee performance and 3) ____.a. too much autonomyb. inadequate performance-reward linkagesc. internal review structuresd. behavioral shortcomings
Q:
One of the best ways to motivate physicians include ____.a. distributing guidelines and protocols c. traditional medical education programsb. financial incentives d. reminders and feedback
Q:
____ is the most important defining characteristic of health care professionals.a. Autonomy c. Competenceb. Determination d. Creativity
Q:
The four central components of expectancy theory are ____.
a. job outcomes, victories, implementation and expectancy
b. job outcomes, valences, instrumentality and expectancy
c. job security, valences, implementation and eagerness
d. job security, valences, instrumentality and expectancy
Q:
____ can be useful in collecting information about beliefs and attitudes as long as they are anonymous and there is assurance the results will be acted on.a. Interviews c. Public forumsb. Employee surveys d. Suggestion boxes
Q:
The need for ____ reflects an individual's desire to associate with others in friendly circumstances.a. affiliation c. achievementb. community d. fulfillment
Q:
____ represents the desire to control one's environment.a. Autonomy c. Interdependenceb. Power d. Alignment
Q:
____ needs in Maslow's hierarchy of needs are composed of two different sets of needs: the need for a positive self-image or self-respect and the need for recognition and respect from others.a. Esteem c. Belongingnessb. Insecurity d. Introspective
Q:
One myth about motivation is that motivated workers ____.a. have higher salaries c. are more productiveb. are more competent d. have more responsibilities
Q:
Match each item with a statement below:a. line managersb. lateral relationsc. feedback approachesd. standardization of outpute. programming approachesf. hierarchy of authorityg. group coordinationh. integrationi. centralizationj. integrators and liaison roles 1) Most appropriately used if there is both high interdependence and high uncertainty2) Specifies the form of intermediate outcomes of work as they are passed from one job to another3) In the simplest of situations, acts as an adequate coordinating device to ensure that the work of different units meshes together4) The degree to which decisions are made at the higher levels of the organization5) Responsible for the coordination of program issues across the traditional professional specialty departments6) Responsible for activities and decisions that directly contribute to the provision of goods and services7) Most needed when the work is relatively uncertain8) Best used when work is predictable and cause and effect relationships are well known9) Coordination of activities among organizational units10) The exchange of information among more than two people
Q:
The ____________________ Healthcare System began a redesign effort in 1995 to systematize quality management (QM) and to ensure the provision of consistent and predictable high-quality care and access by patients to the entire system.
Q:
Relational coordination is comprised of two interacting components: relationships and ___________________ styles.
Q:
____________________ is the basis for coordination through an organization's hierarchy and is the exchange of information between two people, one of whom is responsible for the work of the other.
Q:
____________________ processes is the use of rules, regulations, schedules, plans, procedures, policies, and protocols to specify the activities to be performed.
Q:
In analyzing micro-level needs for coordination, itis helpful first to ask whether the work is ____________________.
Q:
The degree to which decisions are made lower in the organization is referred to as ____________________.
Q:
____________________ involves two organization structures " the traditional functional structure and the program structure " overlaid on each other.
Q:
Planning and budgeting systems, computer-based and manual information systems, and assistants to various managers are examples of ____________________.