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
Medicine & Health Science
Q:
Healthcare organizations exhibit three characteristics of complex systems: interdependence, nonlinearity, and ____________________.
Q:
Innovation efforts within establish organizations require a constant flow of internal "____________________" in the form of human resources, managerial support, and budgetary allocation.
Q:
Investors and top managers who are frequently involved throughout the process of innovation development and often serve a variety of changing and conflicting roles are referred to as ____________________.
Q:
Through ____________________, innovators learn about action-outcome relationships; in particular, they learn through successive experimentation which actions reliably produce desired outcomes.
Q:
The noun ____________________ refers to an "idea, practice, or object that is perceived as new by an individual or other unit adopting it."
Q:
Peter Senge's 1990 book, The Fifth Discipline, described ____________________ as places where "people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to learn together."
Q:
____________________ involves the acquisition of knowledge or skills through study, instruction, or experience.
Q:
When organizations operate at the edge of chaos, new ideas, products, practices, and relationships can spontaneously emerge that are neither predicted nor anticipated by participants or observers. This is known as the phenomenon of ____________________.
Q:
____________________ are arrangements of interacting, interdependent parts that produce emergent behavior.
Q:
Management theories reflect the "____________________" of their time.
Q:
Three common myths or misconceptions about innovation are that (1) innovation is good; (2) there is a formula, and (3) innovation is ____.a. infinite c. linearb. finite d. circular
Q:
According to Plesk and Wilson the four key conditions or parameters required for space for novel ideas, creative solutions, and the emergence of new relationships are ____.
a. discretion, boundaries, permission, and requirements
b. direction, brainstorming, permission, and resources
c. discretion, brainstorming, permission, and resources
d. direction, boundaries, permission, and resources
Q:
Through ____, innovators learn about possible action alternatives, outcome preferences, and contextual factors.
a. guessing c. discovery
b. actions d. production
Q:
The ____ effect is the tendency to infer specific characteristics of a person or organization from our overall impressions or feelings about that person or organization.a. abstraction c. perceptionb. illusory d. halo
Q:
____ learning is when problem solvers adjust their behavior and work processes in response to changing events or trends.a. Adaptive c. Organizationalb. Creative d. Generative
Q:
Managers can use "____," as described by Sterman, to help them understand dynamic complexity and gain insight into sources of policy resistance.a. corporate models c. management modelsb. corporate simulators d. management simulators
Q:
____ dynamics are a set of concepts and tools developed at Massachusetts Institute of Technology in the 1950s to help corporate managers improve executive decision-making about industrial processes.a. Structural c. Organizationalb. Systems d. Contemporary
Q:
____ feedback loops counteract or oppose whatever is happening in a system.a. Reinforcing c. Task-orientedb. Balancing d. Combative
Q:
____ is the tendency for interventions to be delayed, diluted, or defeated by the response of the system to the intervention itself.a. Regulation resistance c. Regulation refusalb. Policy resistance d. Policy refusal
Q:
For managers, one the most perplexing feature of health care organizations is that they frequently exhibit ____ behavior.a. counter-intuitive c. variableb. predictable d. costly
Q:
Match each item with a statement below:a. inert knowledge problemb. contingent contractsc. organizational politicsd. power stratificatione. knowledge-based sources of powerf. cognitively activeg. confirming evidence biash. fractioningi. anchoringj. threat rigidity effect 1) Negotiation tactic which involves separating out the various components of a specific issue2) An ongoing process of "managing influence"3) States that when individuals feel threatened, their thinking becomes inflexible4) Where different stakeholders have unique opportunities to access power based upon their particular characteristics or circumstances5) Derives from a group's control over the expertise needed to make key decisions and organize production6) Where negotiators make a "bet" on the future in order to resolve a potentially difficult issue facing them in the negotiation7) Psychological effect whereby one piece of information tends to influence subsequent thinking8) Tendency for people to seek out and pay attention only to information that confirms prior beliefs9) Act of being focused on all parties in the negotiation10) Inability for negotiators to draw on information they have to solve novel situations
Q:
___________________ in a negotiation communicate information to the other party and thus can be quite influential.
Q:
____________________ represent a limited term alliance among individuals or groups that is formed in order to strengthen the power of each.
Q:
____________________ is a negotiation tactic which involves adding issues that are not tied to money or compensation.
Q:
A(n) ____________________ describes the process by which one party's beliefs cause another party to behave in such a way which supports that belief.
Q:
____________________ is when a negotiator bases his or her strategy on familiar, rather than the most effective, methods.
Q:
____________________ concerns how parties approach, deal with, and resolve conflict and which personal, social, and environmental factors affect that process.
Q:
____________________ refers to situations where one or more organizational stakeholders uses power in ways that are not generally acceptable.
Q:
____________________ derived power is power that derives from informal aspects, and is less visible but no less potent than structurally derived power.
Q:
____________________ and allocation are perhaps the most widely used applications of power within organizations.
Q:
____________________ is the ability to exert influence or control over others.
Q:
BATNA stands for "Best ____ to a Negotiated Agreement."
a. Alternate
b. Acceleration
c. Advance
d. Arrival
Q:
Objective arguments are more effective than subjective arguments because they are rooted in ____, not perception, and are therefore more difficult to refute.a. rumors c. logicb. stipulations d. arguments
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