MCQ

Week 7 Leadership (ch 12,13)12Power is the capacity of a person, team, or organization to influence others.Legitimate power is an agreement among organizational members that people in certain roles can request certain behaviours of others.Referent power is usually associated with charismatic leadership.Among the three strategies to cope with uncertainty, prevention provides the greatest source of power to those who can offer that coping strategy.By controlling knowledge, labour, and tasks, people or professions increase their power through the contingency of nonsubstitutability.Centrality refers to the degree and nature of interdependence between the powerholder and others.Employees who display their awards, educational diplomas, and other achievements potentially have more power by increasing the contingency of visibility.Networking potentially increases a person's power by providing social capital, which is the knowledge and other resources available to people or social units.Impression management is the practice of actively shaping our public image.Persuasion attempts to influence others by presenting facts, logical arguments, and emotional appeals.13Conflict is a process in which one party perceives that its interests are being opposed or negatively affected by another party.In the conflict process model, conflict perceptions and emotions are followed by manifest conflict.Socioemotional conflict occurs when differences are viewed as personal attacks rather than attempts to resolve an issue.Conflict tends to be higher where rules are ambiguous or completely missing.People with a win-win orientation believe that the resources at stake are expandable rather than fixed if the parties work together to find a creative solution.The forcing style of conflict handling tries to win the conflict at the other's expense.Problem-solving is the only conflict handling style that actively tries to optimise the value for both parties.Superordinate goals are common objectives held by conflicting parties that are more important than the departmental or individual goals on which the conflict is based.Negotiation occurs whenever two or more conflicting parties attempt to resolve their divergent goals by redefining the terms of their interdependence.In everyday disputes between two employees, the preferred third-party intervention strategy is mediation.Week 8 Decision making (8, 11)The rational choice paradigm assumes that people should - and typically do - make decisions based on pure logic.Programmed decisions follow standard operating procedures because the optimal solution has already been identified and documented.Herbert Simon argued that people engage in bounded rationality because they process limitedand imperfect information and rarely select the best choice.In decision making, an implicit favourite is an alternative that the decision maker prefers and is used as a comparison against which other choices are judged.Satisficing occurs when we choose a solution that is satisfactory or good enough rather than optimal or the best.Intuition is the ability to know when a problem or opportunity exists and to select the best course of action without conscious reasoning.Escalation of commitment is the tendency to repeat an apparently bad decision or allocate more resources to a failing course of action.Decision quality, decision commitment, and risk of conflict are three factors to consider when choosing the optimal level of employee involvement.Incubation is the stage of reflective thought in the creative process, in which we maintain a low-level awareness by frequently revisiting the problem.Divergent thinking involves reframing the problem in a unique way and generating different approaches to the issue.11Communication refers to the process by which information is transmitted and understood between two or more people.Flaming is the act of sending an emotionally charged electronic message to others.Facial gestures, voice intonation, physical distance, and silence are forms of nonverbal communication.An automatic and unconscious tendency to mimic and synchronize our nonverbal behaviours with other people is called emotional contagion.Media richness refers to the data-carrying capacity of a communication medium.Jargon includes technical language and acronyms as well as recognized words with specialized meaning in specific organizations or groups.Information overload occurs when the volume of information received exceeds the person's capacity to process it.Active listening includes three activities: sensing, evaluating, and responding.The grapevine is a communication channel that relies on an unstructured and informal network rather than organizational charts or job descriptions.Week 9 Motivation 5Motivation refers to the forces within a person that affect the direction, intensity, and persistence of voluntary behaviour.Four-drive theory incorporates both emotions and rationality to explain human motivation. According to Maslow, needs are arranged in a hierarchy, in which the lowest unsatisfied need is the strongest source of motivation.David McClelland developed a theory of learned needs, which include the need for achievement, need for affiliation, need for power.The main practical recommendation of four-drive theory is that companies should ensure that individual jobs and workplaces provide a balanced opportunity to fulfil the drive to acquire, bond, learn, and defend.Expectancy theory is based on the idea that work effort is directed toward behaviours that people believe will lead to desired outcomes.In the expectancy theory of motivation, valence refers to the anticipated satisfaction or dissatisfaction that an individual feels toward an outcome.Goal setting is the process of motivating employees and clarifying their role perceptions by establishing performance objectives.According to equity theory, employees compare their own outcome/input ratio to the outcome/input ratio of some other person.Employees feel greater procedural justice when they are treated with respect and are given explanations about decisions affecting them.Week 10 Emotions, job sat and engagement at work (4, 7)Emotions are physiological, behavioural, and psychological episodes experienced toward an object, person, or event that create a state of readiness.Attitudes represent the cluster of beliefs, assessed feelings, and behavioural intentions toward a person, object, or event.Cognitive dissonance occurs when people perceive an inconsistency between their people's beliefs, feelings, and behaviour.The ability to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others is called emotional labour.People experience emotional dissonance when their true emotions conflict with the emotions they are required to exhibit.The ability to monitor one's own and others' feelings and emotions, to discriminate among them, and to use this information to guide one's thinking and actions is called emotional intelligence. Job performance leads to job satisfaction but only when performance is linked to valued rewards. Organisational commitment refers to the employee's emotional attachment to, identification with, and involvement in a particular organisation.Continuance commitment occurs when employees believe it is in their own personal interest to remain with the organisation.Trust occurs when we have positive expectations about another party's intentions and actions toward us in risky situations.7 Eustress is the stress experience in moderation; it represents the healthy, positive, constructive outcome of stressful events and the stress response.Exhaustion occurs when the body has relinquished its resistance capacity.Psychological harassment includes repeated and hostile or unwanted conduct, verbal comments, actions or gestures, that affect an employee's dignity or psychological or physical integrity. Psychological harassment includes repeated and hostile or unwanted conduct, verbal comments, actions or gestures, that affect an employee's dignity or psychological or physical integrity.Strain-based conflict occurs when stress from one domain spills over to the other.Resilience is the capability of individuals to cope successfully in the face of significant change, adversity, or risk.A workaholic is someone who is highly involved in work, feels compelled or driven to work because of inner pressures, and has a low enjoyment of work.Job burnout refers to the process of emotional exhaustion, cynicism, and reduced feelings ofpersonal accomplishment resulting from prolonged exposure to stress.Flexible work time, job sharing, and personal leave are three strategies to improve work/life balance.Employee assistance programs are counselling services that help employees overcome personal or organisational stressors and adopt more effective coping mechanisms.Week 11 work design and job crafting 6 1515Organisational structure refers to the division of labour as well as the patterns of coordination, communication, work flow, and formal power that direct organizational activities.Formal hierarchy is a form of coordination that relies on direct supervision.Span of control refers to the number of people directly reporting to the next level in the hierarchy. Centralisation means that formal decision authority is held by a small group of people, typically those at the top of the organizational hierarchy.A mechanistic structure is characterized by a narrow span of control and high degree of formalization and centralization.A functional structure organizes employees around specific knowledge or other resources.The divisional structure groups employees around geographic areas, outputs, or clients.A matrix structure overlays two organizational forms in order to leverage the benefits of both types of structures.A network structure is an alliance of several organizations for the purpose of creating a product or serving a client.A major university library operates in a complex environment because it serves a variety of clients and must provide a similarly wide range of services.Week 12 org culture 16Organisational culture is the basic pattern of shared assumptions, values, and beliefs considered to be the correct way of thinking about and acting on problems and opportunities facing the organisation.Subcultures potentially create conflict and dissension among employees, but they can often help to maintain the organisation's standards of performance and ethical behaviour.Rituals are the programmed routines of daily organisational life that dramatize the organisation's culture.Observable symbols and signs of an organization's culture are called artefacts.An adaptive culture exists when employees focus on the changing needs of customers and other stakeholders.A bicultural audit diagnoses cultural relations between the companies and determines the extent to which cultural clashes will likely occur.Deculturation is a merger strategy in which the acquiring firm imposes its culture and business practices on the acquired organisation.When the two merging companies are in unrelated industries or operate in different countries, the best strategy regarding their corporate culture tends to be separation.Organisational socialisation refers to the process by which individuals learn the values, expected behaviours, and social knowledge necessary to assume their roles in the organisation.Reality shock is the emotional reaction newcomers experience when they perceive discrepancies between their pre-employment expectations and on-the-job reality.。