Theory X states that employers are lazy and need to be contradicted regularly in constructive conflict. If false, why?
False, Theory X states that employers are lazy and need to be supervised
The Iron Law of Power says that the Collaborating style of conflict management is by far the most commonly used. If false, why?
False, The Iron Law of Power argues that the manager will use their power to control subordinates whereas collaborating insists that two parties collaborate and are democratic
Motivation is a function of Desire and Resources. If false, why?
False, Motivation = Desire x Commitment
Delegation is a sub-component in empowerment that focuses on the assignment of a specific task. If false, why?
True
Benchmarking means to compare your company’s own performance with for example your competitors, your own stated objectives, ideal standards or maybe most important, your stakeholders’ expectations. If false, why?
True
Empowerment is providing freedom for people to do what they want to do (pull), rather than getting them to do what you want them to do (push). Carrot and stick. If false, why?
True
The “Heliotropic effect” is the intellectual and mental exercise to lift yourself over a problem and by doing so seeing the big picture to be able to solve the problem more easily. If false, why?
False, the heliotropic effect is the claim that individuals, organizations etc. work towards the most positive images they hold of themselves
To develop credibility as a leader it is important to share information with the team members. If false, why?
True
The concept of sensitive line refers to the point at which a company needs to change their market strategy to survive on a competitive market. If false, why?
Sensitive line = the point in which individuals become defensive or protective when encountering information about themselves that is inconsistent with their self-concept or when encountering pressure to alter their behavior à False
Empowerment is the same thing as influence. If false, why?
False, empowerment is the ability to allow people to do people what they want whilst influence is trying to get them to do what you want
According to the article by H.M. Minzberg, The manager’s job: folklore or fact, a manager needs to be a reflective and systematic planner. If false, why?
False, it is a myth
Flexibility, as a source of positional power, is to be able to adapt and change your views continuously so they are always in line with management’s views to have a uniform view in the company. If false, why?
False, the views and rules in the organization increase throughout the project
“You scratch my back and I will scratch yours” is a popular way of describing the concept of reciprocity. If false, why?
True
Issue-focused conflicts are those in which participants cannot agree how to allocate scarce resources. Such a conflict can lead to productive problem resolution. If false, why?
True
Environmental stress, Informational differences, Personal differences and Incompatible roles are four sources of conflict that the literature and the lectures have described. If false, why?
True
If your team has developed a state of Groupthink there is nothing you as a manager can do to break it. If false, why?
False, there are a couple of things the manager than do such as have an internal (devil’s advocate) or an external source
According to the article Teaching smart people how to learn by Argyris, professionals are good at facing failure, because they are never threatened by the prospect of being critically examined and have” tough and rugged personalities”. If false, why?
False, they are threatened of being critically examined and have “brittle personalities”
To be defined as a team a group of people need to be interdependent in the tasks they perform, interact with each other, and see themselves as a unique entity. If false, why?
True
A common problem in managerial decision making is that it is costly to evaluate alternative solutions. If false, why?
True
To build an effective team, team members with Task facilitating roles and team members with Relationship building roles are equally important. If false, why?
True
Ability = Aptitude x Training x Resources. If false, why?
True
Aptitude = Ability x Training x Resources. If false, why?
False, look above
Aptitude=Traning*resources/Ability
Those who believe in Theory X considers employees as lazy and therefore they need to be closely supervised. If false, why?
True
The definition of Empowerment is: Providing freedom for people to do successfully what they want to do (push), rather than getting them to do what you want them to do (pull). If false, why?
False, empowerment is providing freedom for people to do successfully what they want to do (pull), rather than getting them to do what you want them to do (push).
In a complex and turbulent environment, there is less need for empowerment. If false, why?
False, there is a high need of empowerment in a complex and turbulent environment since workers are made to make dependent decisions need to be motivated
True
Personal insecurities (fear of losing power, recognition and esteem) is an important inhibitor for managers to effect empowerment. If false, why?
True
The sensitive line is the point at which individuals become aggressive when encountering information about themselves that is inconsistent with their self-concept or when encountering pressure to alter their behavior. If false, why?
Sensitive line = the point in which individuals become defensive or protective when encountering information about themselves that is inconsistent with their self-concept or when encountering pressure to alter their behavior à False, since it states they become aggressive
Instrumental values highlight desirable ends or goals for the individual. If false, why?
Instrumental values = desirable standards or conduct or methods for attaining an end à False, it is the technical values that highlights desirable goals
”The judge’s decisions were the reason why our team lost the match”. This is a typical example of internal locus of control. If false, why?
Locus of control refers to the attitude people develop regarding the extent to which they are in control of their own destinies. There are:
Internal locus of control à a person interprets the reinforcement they receive to be contingent upon their own actions
External locus of control à a person interprets the reinforcement as being a product of outside forces
In this state, False
Capitalizing on uniqueness pays off better than trying to overcome weaknesses, according to the literature (Drucker and the textbook). If false, why?
Research indicates that capitalizing on our strengths and uniquenesses produces more success than trying to work on and overcome weaknesses à True
Power is: ”The potential to influence behavior”. If false, why?
True
Involving others in implementing the solution to a problem will increase support of and decrease resistance to the solution. If false, why?
True
Groupthink is when the preservation of the team takes precedence over good decisions and problem solving. If false, why?
True
The analytical problem-solving model works best when the problem faced is complex and ambiguous. If false, why?
False, a constrain in the analytical model is that there is a lack of consensus on defining the problem so if it’s complex and ambiguous it will be difficult
A ”Devil’s advocate” always presents the most unpleasant opinion that appears in a discussion. If false, why?
False
A ”Devil’s advocate” always presents the most unpleasen opinion that apperas in a discussion
Social capital refers to an individual’s abilities and competencies, whereas human capital refers to a person’s social connections within and outside an organization. If false, why?
Social capital = social connections inside and out of the organization
Human capital = abilities + competence
--> False
The four sources of personal power are: expertise, age, effort and legitimacy. If false, why?
False, Age à personal attraction
Informational deficiency is often a source of conflict. If false, why?
False, it’s informational differences
Empowerment means providing freedom for people to do successfully what they want to do, rather than getting them to do what you want them to do. If false, why?
True
When people are empowered and when they have a sense of self-efficacy, they do not necessarily feel that they are competent. If false, why?
False, self-efficacy is a form of competent
Concentrating on your competencies and weaknesses in order to establish a ”higher lowest level” of competency leads to more success than concentrating to improve your strengths and uniquenesses, where you already have an advantage. If false, why?
False, better to focus on your uniqueness and strengths
Busy executives tend to be more impressed with what they see in a meeting than by what they read in their offices. If false, why?
True
Empowerment is a narrower concept than delegation. If false, why?
False, delegation is a narrower concept of empowerment
In a stable environment, there is less need for empowerment than in periods of violent changes. If false, why?
True
The rule breaker, the person who goes beyond organizational boundaries and barriers to ensure success, is a hinder to foster creativity in a group. If false, why?
False, it’s the opposite they will instead increase creativity
Once the team has developed a comfortable climate, the next stage is the performing stage. If false, why?
False, it’s called the storming stage
Research has identified the concept of emotional intelligence as among the most important factors in accounting for success in leaders and managers. If false, why?
True
A common problem in managerial decision making is that symptoms get confused with the real problem. If false, why?
True
The creative problem-solving model works best when the problem faced is complex and ambiguous. If false, why?
False, it will lead to not establishing consensus regarding the definition of the problem
To encourage Elaine’s initiative on the group project, her boss, Barry, should tell her that she alone is totally responsible for her success. If false, why?
False, everyone is responsible for the success
The definition of power is:” The potential to control behavior”. If false, why?
False, it is the potential to influence others
Even though the forcing style is as likely to produce bad as good effects (according to research), it is by far the most commonly used style when managers resolve conflicts. If false, why?
True
Theory X: Employees want to do a good job and assume responsibility (if the manager helps them). If false, why?
False, theory X states that employees are lazy and need to be supervised
Disciplining means responding negatively to behavior to discourage future occurrences. If false, why?
True
Definition of empowerment: Providing monetary incentives for people to do what you want them to do, rather than letting them freely do what they want to do. If false, why?
False, it is to provide incentives for people to do what they want to do, rather than telling them to do what you want them to do.
In an uncertain economic environment, there is less need for empowerment. If false, why?
False, in an uncertain economic environment, there is a high need for empowerment
Self-efficacy is a sense of competence and confidence – “flow”. If false, why?
True
Empowerment tends to concern more than just work and tasks. It also involves non-work activities, emotions, relationships and attitudes a person holds towards him - or herself. If false, why?
True
The concept of sensitive line refers to the point at which individuals’ welcome information about themselves from their co-workers. If false, why?
False, sensitive line = the point in which people become defensive when people tell them something that isn’t in align with their self-image
Management skills are not developable (improvable). They are birth characteristics. If false, why?
False, they can always be taught
According to the article by H.M. Minzberg, The manager’s job: folklore or fact, it is a myth that the senior manager needs aggregated information, which a formal management information system best provides. If false, why?
True
Managers that empower employees do not feel threatened by the loss of power (to the empowered). They feel relaxed. If false, why?
False à threat rigidly response
Involving others in implementing the solution to a problem will increase support of and decrease resistance to the solution. If false, why?
True
The analytical problem-solving model works best when the problem faced is complex and ambiguous. If false, why?
False, harder to get consensus on defining the problem
Groupthink is the ability of a team to bring people together thus increasing the amount of expertise available to solve a problem. If false, why?
False, groupthink is the problems that might occur when the protection of the team takes over good decisions and problem solving
As a leader of a team, skills on how to manage conflict would be extremely useful in the storming stage of team development. If false, why?
True
Providing feedback becomes more difficult the more specific – for example related to specific examples – the feedback is. If false, why?
False, the more specific it is the easier it gets since it should be focus on one specific situation rather than being abstract
A characteristic of “Smart people” according to Argyris is that they are threatened by
being critically examined and have “brittle personalities”. (Another word for brittle is
fragile; Tom). If false, why?
True
Chief Executive Officers are nowadays demanded to both do “the right things” and
“doing things right”. The former role according to the textbook is a “Leader’s role” and
the second a “Manager’s role”. If false, why?
True
Empowerment is a sub-division of Delegation, which focuses on the assignment of a
specific task. If false, why?
False, Beacuse delegations is a part of enpowerment
Empowerment creates extrinsic motivation. If false, why?
Fals, enpowerment creates intrinsic motivation
Personal insecurities (fear of losing power, recognition and esteem) is an important
inhibitor for managers to effect empowerment. If false, why?
True
The forcing style of resolving conflicts produces as many bad as good effects and is
therefore not often used as a means of resolving conflicts. It is called the “Iron Law of
Power”. If false why?
False, its commonly used even if it can produce bad outcomes often
Trying to overcome weaknesses (raising your lowest level) is better than capitalizing on
uniqueness, according to the literature (Drucker and the textbook). If false, why?
Galse, it's better to try to capatelize on uneqiness according to the text
Groupthink is when the preservation of the team takes precedence over good decisions
and problem solving. If false, why?
True
. There are two models for problem solving: the analytical and the emotional. If false, why?
