\u00a0\u00a0
\nQuestion 1\u00a0
\nResearch on the impact of moods on tasks that involve considerable cognitive demands suggests that:
\n\u00a0\u00a0
\npositive moods result in better \u00a0\u00a0performance.
\n\u00a0
\nnegative moods result in better \u00a0\u00a0performance.
\n\u00a0
\na person\u2019s mood doesn\u2019t really make a \u00a0\u00a0difference on his or her tasks.
\n\u00a0
\nthere is a curvilinear relationship \u00a0\u00a0between mood and tasks requiring high cognitive demands.
\nQuestion 2\u00a0
\nIn the rational model, the decision maker strives to:
\n\u00a0\u00a0
\nsatisfice.
\n\u00a0
\noptimize.
\n\u00a0
\nselect the alternative agreeable to the \u00a0\u00a0majority.
\n\u00a0
\napply a heuristic.
\nQuestion 3\u00a0
\nAn organization should practice or provide all of the following except ________ if it wants to encourage employee creativity.
\n\u00a0\u00a0
\nclose supervision
\n\u00a0
\nparticipative decision making
\n\u00a0
\npeer support
\n\u00a0
\nflexible organizational structure
\nQuestion 4\u00a0
\nThe model of bounded rationality was first proposed by ________.
\n\u00a0\u00a0
\nVictor Vroom
\n\u00a0
\nPhillip Yetton
\n\u00a0
\nHerbert Simon
\n\u00a0
\nCarl Jung
\nQuestion 5\u00a0
\nHeuristics are:
\n\u00a0\u00a0
\nalgorithms based on complex decision \u00a0\u00a0making.
\n\u00a0
\ncomplex decision rules used in \u00a0\u00a0complex situations.
\n\u00a0
\nshortcuts in decision making that \u00a0\u00a0save mental activity.
\n\u00a0
\nmathematical approaches to decision \u00a0\u00a0making.
\nQuestion 6\u00a0
\nA group decision technique that facilitates expert input by using a panel of experts is ________.
\n\u00a0\u00a0
\nthe nominal group technique
\n\u00a0
\ndialectical inquiry
\n\u00a0
\nbrainstorming
\n\u00a0
\nthe Delphi technique
\nQuestion 7\u00a0
\nWhich of the following is a characteristic of quality teams?
\n\u00a0\u00a0
\nThey provide advice to managers who \u00a0\u00a0still retain decision-making authority.
\n\u00a0
\nThey operate in parallel fashion to \u00a0\u00a0an organization\u2019s structure.
\n\u00a0
\nThey emphasize the generation of \u00a0\u00a0ideas.
\n\u00a0
\nThey make data-based decisions about \u00a0\u00a0improving products.
\nQuestion 8\u00a0
\nAccording to research, which of the following decision-making models portrays the managerial decision process more realistically?
\n\u00a0\u00a0
\nThe rational model
\n\u00a0
\nThe garbage can model
\n\u00a0
\nThe bounded rationality model
\n\u00a0
\nThe incremental model
\nQuestion 9\u00a0
\nIn the context of types of creativity, which of the following is NOT a type of creativity?
\n\u00a0\u00a0
\nResponsive
\n\u00a0
\nExpected
\n\u00a0
\nContributory
\n\u00a0
\nReactive
\nQuestion 10\u00a0
\nThe rational model of decision making assumes:
\n\u00a0\u00a0
\npreferences of the decision maker are \u00a0\u00a0inconsistent.
\n\u00a0
\nthat all possible alternatives can\u2019t \u00a0\u00a0be known to decision makers.
\n\u00a0
\nthat outcomes can\u2019t be optimized.
\n\u00a0
\nthat the decision maker can calculate \u00a0\u00a0the probability of success for alternatives.
\nQuestion 11\u00a0
\nThe fourth step in the Z model of problem solving is:
\n\u00a0\u00a0
\ndata collection.
\n\u00a0
\nproblem diagnosis.
\n\u00a0
\nimpact analysis.
\n\u00a0
\nobjective analysis of alternatives.
\nQuestion 12\u00a0
\nContinuing to support a failing course of action is known as:
\n\u00a0\u00a0
\nthe theory of sunk costs.
\n\u00a0
\nthe Z problem solving model.
\n\u00a0
\nconflicted reason theory.
\n\u00a0
\nescalation of commitment.
\nQuestion 13\u00a0
\nAll of the following are characteristics of a nonprogrammed decision situation except:
\n\u00a0\u00a0
\ncomplex.
\n\u00a0
\nroutine.
\n\u00a0
\nunstructured.
\n\u00a0
\nnew.
\nQuestion 14\u00a0
\nThe final step in the decision-making process is:
\n\u00a0\u00a0
\nimplementation.
\n\u00a0
\nexploring alternatives.
\n\u00a0
\nfeedback and monitoring.
\n\u00a0
\nselecting a course of action.
\nQuestion 15\u00a0
\nA key organizational requirement for participation in decision making includes:
\n\u00a0\u00a0
\norganizational politics.
\n\u00a0
\na workforce consisting of individuals \u00a0\u00a0with low self-esteem.
\n\u00a0
\na supportive organizational culture.
\n\u00a0
\npeople with individual motivation.
\nQuestion 16\u00a0
\n________ is power that is based on an agent\u2019s ability to cause the target to have an unpleasant experience.
\n\u00a0\u00a0
\nLegitimate power
\n\u00a0
\nReferent power
\n\u00a0
\nCoercive power
\n\u00a0
\nSocial power
\nQuestion 17\u00a0
\nEmpowerment can be thought about as being related to the job dimensions of:
\n\u00a0\u00a0
\ncontent and variety.
\n\u00a0
\nautonomy and variety.
\n\u00a0
\ncontext and autonomy.
\n\u00a0
\ncontent and context.
\nQuestion 18\u00a0
\nThe range in which attempts to influence the employee are perceived as legitimate and are acted on without a great deal of thought is known as:
\n\u00a0\u00a0
\nthe principal\/agent range.
\n\u00a0
\nagency theory.
\n\u00a0
\nthe zone of indifference.
\n\u00a0
\ncongruency.
\nQuestion 19\u00a0
\nAccording to Kanter\u2019s perspective on power, which of the following is a symbol of powerlessness?
\n\u00a0\u00a0
\nMaking external attributions
\n\u00a0
\nExceeding budget limitations
\n\u00a0
\nLoose supervision of subordinates
\n\u00a0
\nDelegating jobs and tasks
\nQuestion 20\u00a0
\nMcClelland has found that managers who use power successfully have four power-oriented characteristics. Which of the following is one of these characteristics?
\n\u00a0\u00a0
\nBelief in delegation of authority
\n\u00a0
\nPreference for work and discipline
\n\u00a0
\nPutting personal needs before the \u00a0\u00a0company
\n\u00a0
\nAbility to get placements for favored \u00a0\u00a0employees
\nQuestion 21\u00a0
\n________ refers to actions not officially sanctioned by an organization that are taken to influence others in order to meet one\u2019s personal goals.
\n\u00a0\u00a0
\nAltruism
\n\u00a0
\nStanding by
\n\u00a0
\nPolitical behavior
\n\u00a0
\nExternal attributions
\nQuestion 22\u00a0
\nMcClelland\u2019s two faces of power include:
\n\u00a0\u00a0
\ncoercive and rewarding powers.
\n\u00a0
\nlegitimate and illegitimate powers.
\n\u00a0
\npersonal and social powers.
\n\u00a0
\ninterpersonal and intrapersonal \u00a0\u00a0powers.
\nQuestion 23\u00a0
\nKorda\u2019s symbols of power focus on:
\n\u00a0\u00a0
\nthe ability to help others.
\n\u00a0
\nstatus.
\n\u00a0
\naccess to information.
\n\u00a0
\npersonality.
\nQuestion 24\u00a0
\nWhich of the following types of power would a Machiavellian manager rely on?
\n\u00a0\u00a0
\nSocial power
\n\u00a0
\nInformation power
\n\u00a0
\nPersonal power
\n\u00a0
\nReferent power
\nQuestion 25\u00a0
\nIn the context of the employee empowerment grid, ________ represents a situation that is typical of autonomous work groups that have some decision-making power over both job content and job context.
\n\u00a0\u00a0
\nparticipatory empowerment
\n\u00a0
\ntask setting
\n\u00a0
\nmission defining
\n\u00a0
\nself-management
\nQuestion 26\u00a0
\nEnlarging an individual\u2019s zone of indifference is best accomplished through:
\n\u00a0\u00a0
\nauthority.
\n\u00a0
\npolitics.
\n\u00a0
\npower.
\n\u00a0
\nleverage.
\nQuestion 27\u00a0
\nIn the context of the four dimensions of empowerment, ________ is the belief that one\u2019s job makes a difference within the organization.
\n\u00a0\u00a0
\nmeaning
\n\u00a0
\ncompetence
\n\u00a0
\nself-determination
\n\u00a0
\nimpact
\nQuestion 28\u00a0
\nWhich of the following sets of dimensions comprises the essence of empowerment?
\n\u00a0\u00a0
\nTeamwork, delegation, trust, and autonomy
\n\u00a0
\nMeaning, teamwork, competence, and \u00a0\u00a0trust
\n\u00a0
\nDelegation, trust, competence, and \u00a0\u00a0autonomy
\n\u00a0
\nMeaning, competence, \u00a0\u00a0self-determination, and impact
\nQuestion 29\u00a0
\nAll of the following are considered a key dimension for being politically skillful except:
\n\u00a0\u00a0
\nsocial astuteness.
\n\u00a0
\nnetworking ability.
\n\u00a0
\ninterpersonal influence.
\n\u00a0
\nmanipulativeness.
\nQuestion 30\u00a0
\nWhich of the following personality characteristics is central to empowerment?
\n\u00a0\u00a0
\nLocus of control
\n\u00a0
\nEmotional stability
\n\u00a0
\nSelf-esteem
\n\u00a0
\nSelf-efficacy<\/p>\n","protected":false},"excerpt":{"rendered":"
\u00a0\u00a0 Question 1\u00a0 Research on the impact of moods on tasks that involve considerable cognitive demands suggests that: \u00a0\u00a0 positive moods result in better \u00a0\u00a0performance.…<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[],"tags":[],"class_list":["post-102554","post","type-post","status-publish","format-standard","hentry"],"_links":{"self":[{"href":"https:\/\/academicwritersbay.com\/answers\/wp-json\/wp\/v2\/posts\/102554","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/academicwritersbay.com\/answers\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/academicwritersbay.com\/answers\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/academicwritersbay.com\/answers\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/academicwritersbay.com\/answers\/wp-json\/wp\/v2\/comments?post=102554"}],"version-history":[{"count":0,"href":"https:\/\/academicwritersbay.com\/answers\/wp-json\/wp\/v2\/posts\/102554\/revisions"}],"wp:attachment":[{"href":"https:\/\/academicwritersbay.com\/answers\/wp-json\/wp\/v2\/media?parent=102554"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/academicwritersbay.com\/answers\/wp-json\/wp\/v2\/categories?post=102554"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/academicwritersbay.com\/answers\/wp-json\/wp\/v2\/tags?post=102554"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}