MGT 312 Week 3 Knowledge Check

MGT/312
ORGANIZATIONAL BEHAVIOR FOR

MANAGERS
Version 3
The Latest Version A+ Study Guide
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MGT 312 Week 1 Knowledge Check

Complete the Week 1 Knowledge Check
Week 1 Knowledge Check
The material presented below is not meant to be a comprehensive list of all you need to know
in the content area. Rather it is a starting point for building your knowledge and skills.
Additional study materials are recommended in each area below to help you master the
material.
Personalized Study Guide Results

Score 15 / 15
Concepts
Mastery
The four functions

of management
Questions
100%
1
2
3
The
role
organizational
behavior
of
100%
4
5
6
The
nature
of
personality and the
Big
Five
personality traits
100%
Personality
traits
that are relevant to
organizational
behavior
100%
The
impact
ability
performance
100%
of
on
7
8
9
10
11
12
13
14
15
Concept: The four functions of management

Mastery 100% Questions
Materials on the concept
Managerial Functions
Organizing
Leading
Controlling
1.
One of the four managerial functions involves grouping employees into departments and
teams according to their skills and capabilities. This grouping is done to ensure that
cooperation and communication are optimized for the accomplishment of organizational
goals. Identify this managerial function.
A.
Planning
B.
Organizing
C.
Controlling
D.
Leading
2.
When managers play the role of coach or mentor, which managerial function are they
primarily performing?
A.
Organizing
B.
Planning
C.
Leading
D.
Controlling
3.
Daniel is a project manager at Portrait Inc., an advertising agency. His eight-member-team is
currently working on a new campaign, but it fails to meet its deadline. With the various
organizational behavior tools at his disposal, Daniel is able to identify that the cause for the
team's failure was its inability to work together. To correct this situation, Daniel divides the
team into pairs of workers and assigns each pair a different and more specific task. In this
scenario, which managerial function is Daniel primarily performing?
A.
Planning
B.
Mediating
C.
Organizing
D.
Controlling
Concept: The role of organizational behavior

What Is Organizational Behavior?
The Nature of Organizational Behavior
4.
What is true about the nature of organizational behavior?
A.
It studies how organizations respond to people and situations.
B.
It is entirely based on intuition and instinct.
C.
It focuses exclusively on the behavior of employees at senior levels of management.
D.
It is examined at two main levels: the organization and the social structure in which the
organization exists.
5.
Organizational behavior provides guidelines for managing behavior on the basis of:
A.
intuitions.
B.
feelings.
C.
theories.
D.
assumptions.
6.
Which of the following questions does organizational behavior best help answer?
A.
Why are people introverted or extroverted?
B.
Why do some people do well on their jobs while others dont?
C.
Why do some people develop mental health problems while others dont?
D.
Why do some people have high intellectual ability while others dont?
Concept: The nature of personality and the Big Five

personality traits
The Nature of Personality
Individual Differences: Personality and Ability
The Big Five Model of Personality
Neuroticism
7.
Identify an accurate statement about the nature of personality.
A.
Personality is not changeable.
B.
Personality does not influence a persons career choice and job satisfaction.
C.
Personality reflects the regular patterns of a persons behavior.
D.
Personality is completely determined by nature.
8.
A collection of specific components that describes how a person generally feels, thinks, and
behaves is known as a(n):
A.
trait.
B.
instinct.
C.
complexion.
D.
contingency.
9.
Derek is a highly-valued employee at his company. His bosses are delighted with his
performance and believe that he is highly reliable. However, Derek's coworkers think that he
puts too much pressure on himself. He is always stressed and has sleepless nights due to
constant worry that his work is not good enough. In addition, he prefers to spend all his time
at his desk in office and does not interact with anyone. In this scenario, which trait of the Big
Five model of personality is Derek most likely high on?
A.
Extraversion
B.
Neuroticism
C.
Agreeableness
D.
Rationality
Concept: Personality traits that are relevant to

organizational behavior
Type A and Type B Personalities
Other Organizationally Relevant Personality Traits
Needs for Achievement, Affiliation, and Power
Locus of Control
10.
Identify a difference between Type A and Type B individuals.
A.
Type A individuals are relaxed and calm; Type B individuals are impatient and driven.
B.
Type A individuals work best when they are alone; Type B individuals are better team players.
C.
Type As are less prone to have coronary heart disease; Type Bs are more likely to have
coronary heart disease.
D.
Type As are best suited for long-term projects; Type Bs are best suited for short-term
projects.
11.
Which of the following individuals is likely to be most effective as a leader or manager?
A.
Joanna, who has a high need for power
B.
Teresa, who has a high need for affiliation
C.
Sita, who has a high need for approval
D.
Chang, who has a low need for authority
12.
Zoe, a software engineer, receives the Employee of the Quarter award at the end of the first
quarter. When her colleagues congratulate her, she states that she was just lucky because
her boss was excellent and only gave her tasks that she found easy. In this scenario, what
kind of control is Zoe demonstrating?
A.
Upward locus of control
B.
Downward locus of control
C.
Internal locus of control
D.
External locus of control
Concept: The impact of ability on performance

Cognitive Ability
The Nature of Ability
Physical Ability
Placement
The Management of Ability in Organizations
13.
High deductive ability is most likely to be found in:
A.
comedians.
B.
waiters.
C.
salespeople.
D.
medical researchers.
14.
An example of a physical skill is:
A.
manual dexterity.
B.
static strength.
C.
reaction time.
D.
speed of arm movement.
15.
Derive Inc. is a content management company that has a huge demand for writers and
editors. The company has just hired 100 new employees. A special team has been selected to
ensure that these employees are matched accurately with the jobs they have the ability to do.
In this scenario, for what function is the special team primarily responsible?
A.
Placement
B.
Training
C.
Interviewing
D.
Job analysis
MGT 312 Week 1 Organizational Behavior Paper

Write a 700- to 1,050-word paper explaining the role and purpose of organizational
behavior.
Explain the main components of organizational behavior.
Note all the sub-components of each of the three main components.
Provide examples of how these organizational behavior components relate
to yourworkplace. Be sure to provide a concrete example of each one of the
three components. Identify the sub-factor/s that each of the examples represent.
How will knowledge of organizational behavior benefit you as a manager?
Include at least two scholarly citations from the library, in addition to any references from
the textbook.
Click the Assignment Files tab to submit your assignment.


material.

Score 18 / 18
Concepts
Theories of work
motivation
Mastery
Questions
100%
1
2
3
How job design and

goal setting theory
influence
motivation
100%
Perception,
perceptual biases,
and
attribution
theory.
100%
4
5
6
7
8
9
Concepts
Mastery
Strategies
to
manage diversity in
the workforce
Questions
100%
10
11
12
Job satisfaction and

theories of job
satisfaction
100%
13
14
15
Consequences
job satisfaction
of
100%
16
17
18
Concept: Theories of work motivation

Need Theory
Maslows Hierarchy of Needs
Expectancy Theory
Instrumentality: What Is the Connection Between Job Performance and Outcomes?
Equity Theory
Show More
1.
Emily is an ambitious worker whose performance has suffered since she joined her new
company. Emily feels that even though she enjoys the work, feels safe, and enjoys the office's
facilities, such as the cafeteria and the pool table, she has not been able to reach out to the
others in the office. She has no friends and feels isolated. According to Maslow's hierarchy of
needs, which of Emily's needs is most likely not being satisfied at her new job?
A.
Existence needs
B.
Belongingness needs
C.
Safety needs
D.
Physiological needs
2.
According to the expectancy theory of motivation, identify an accurate statement about
instrumentality.
A.
It is always positive.
B.
It is always negative.
C.
It should be low so that it enhances motivation.
D.
It should be high so that it enhances motivation.
3.
Sameer perceives underpayment equity when he compares his outcome-input ratio to
Lamar's. Sameer believes that he is putting in more effort and should therefore receive a
larger hike in salary. To avoid this lack of equity, Sameer decides that he need not compare
his outcome-input ratio to Lamar's; instead he should compare it to Adrian's. According to the
equity theory of motivation, how is Sameer restoring equity?
A.
By changing his inputs or outputs
B.
By changing his referent's input or outputs
C.
By changing his referent
D.
By changing his organization
Concept: How job design and goal setting theory

influence motivation
Job Design: The Job Characteristics Model
Core Job Dimensions
Job Design Models Summarized
Job Design: The Social Information Processing Model
Limits to Goal-Setting Theory
Show More
4.
Mia and Tanya are artists at Black and White Inc, an art gallery. Both Mia and Tanya are
equally skilled and receive feedback from customers for their work. Mia creates her art pieces
right from designing them to displaying the final product. Tanya is an in-house specialist, and
provides finishing touches to pieces created by fresh art-school graduates. Mia seems to be
more satisfied and motivated than Tanya. According to the job characteristics model, Mia is
most likely high on which of the five core dimensions that affect intrinsic motivation?
A.
Need for affiliation
B.
Task identity
C.
Locus of control
D.
Task significance
5.
Which job design model focuses on both intrinsic and extrinsic motivation?
A.
Scientific management model
B.
Job characteristics model
C.
Social information-processing model
D.
Job enlargement model
6.
According to the goal-setting theory, which of the following statements is true?
A.
Difficult goals lead to better performance than easy goals.
B.
Vague goals lead to better performance than specific goals.
C.
Quantitative goals are less effective than qualitative goals.
D.
Difficult goals are less effective than moderate goals.
Concept: Perception,
perceptual
biases,
and
attribution theory.
Characteristics of the Target and Situation
Social Status of the Target
Primacy Effects
Biases and Problems in Person Perception
Attribution Theory
Show More
7.
Rhythms Inc. and Beats Inc. are two music institutes set to launch at the same time this year.
Rhythms has been providing detailed information in the papers and on the Internet about the
courses it offers. Beats has roped in Clara Carter, a famous guitarist, to appear in their ad
campaign and perform at charity events across various cities. In the context of perception,
which target characteristic is Beats focusing on, in order to be perceived well by potential
students?
A.
Ambiguity
B.
Social status
C.
Motivational state
D.
Information
8.
Amit, a sales executive at Embellish Corp., has recently shown a fair amount of improvement
in his performance. However, Naomi, Amit's manager, fails to recognize and encourage this
improvement during his appraisal. She believes that Amit's productivity will always be
average, since it has been that way for the past year. In this scenario, Naomi is a victim of
which source of bias in perception?
A.
Similarity effect
B.
Halo effect
C.
Contrast effect
D.
Primacy effect
9.
Identify an accurate statement about the fundamental attribution error.
A.
It occurs when an individual takes credit for successes and avoids blame for failures.
B.
It occurs when another persons behavior is attributed to situational factors.
C.
It occurs when another persons behavior is attributed to internal factors.
D.
It occurs when an individual takes credit for successes and also accepts blame for failures.
Concept: Strategies to manage diversity in the

workforce
Effectively Managing a Diverse Workforce
Mentoring Programs
Diversity Training
Sexual Harassment
10.
What is true about mentoring programs implemented to promote diversity in organizations?
A.
Mentoring programs avoid using same-race mentor-protg relationships.
B.
Mentors are not suitable for minority women trying to start a business.
C.
Mentoring programs can be formal or informal.
D.
Mentors are not important for entry-level employees.
11.
When is diversity training most likely to be successful?
A.
When it comprises of one single session of training
B.
When there are no follow-up activities and evaluation
C.
When it is supported by diversity-related activities
D.
When the organization does not celebrate diverse events
12.
Asang, an employee at Bling Corp., has been expecting a promotion for the excellent work
she has done. On the day of the announcement, her manager informs her that there is a
problem with her promotion. He claims that he will have to pull strings to have her promotion
approved. However, the process would be much simpler if she would return the favor by
giving him some "special attention." What phenomenon is best exemplified in this scenario?
A.
Hostile work environment sexual harassment
B.
Quid pro quo sexual harassment
C.
Sexual abuse
D.
Sexual pedophilia
Concept: Job
satisfaction
and
theories
of
job
satisfaction
Personality
Job Satisfaction
Theories of Job Satisfaction
Herzbergs Motivator-Hygiene Theory of Job Satisfaction
The Discrepancy Model of Job Satisfaction
13.
The determinants of job satisfaction that an organization or manager cannot change in the
short run are:
A.
genetic factors.
B.
social factors.
C.
cognitive factors.
D.
situational factors.
14.
Identify an accurate statement about Herzberg's motivator-hygiene theory of job satisfaction.
A.
An employee can be either satisfied or dissatisfied with the job, not both.
B.
An employee can be satisfied and dissatisfied with the job at the same time.
C.
An employees satisfaction depends on hygiene needs.
D.
An employees dissatisfaction depends on motivator needs.
15.
Tamara, a fine-arts graduate, is working at her first art agency. After almost six months, she
reports that she is highly dissatisfied because the job does not meet her expectations. She
expected the job to be flexible and well-paying, with a well-equipped office, and friendly
coworkers. She also states that her friends are earning more and are happier with their jobs
than she is. In this scenario, which theory or model of job satisfaction best explains Tamara's
job dissatisfaction?
A.
Mobley's model of the turnover process
B.
Maslow's hierarchy of needs theory
C.
The discrepancy model of job satisfaction
D.
The steady-state theory of job satisfaction
Concept: Consequences of job satisfaction

Absenteeism
Potential Consequences of Job Satisfaction
Does Job Satisfaction Affect Job Performance?
Turnover
16.
According to the determinants of absenteeism, which factor affects the ability of an employee
to attend work?
A.
Job satisfaction
B.
Absence policies
C.
Health and illness
D.
Job dissatisfaction
17.
According to research, which of the following is an accurate statement about job satisfaction
and job performance?
A.
Job satisfaction is not related to job performance in any significant way.
B.
All employees are allowed to change their performance on jobs to indicate whether or not
they are satisfied with the jobs.
C.
Job satisfaction affects job performance, whether or not the satisfaction is relevant to the
performance.
D.
Job performance cannot lead to job satisfaction.
18.
Identify an accurate statement about Mobley's model of the turnover process.
A.
It states that turnover is the temporary withdrawal of employees.
B.
It involves an evaluation of costs and benefits.
C.
It states that turnover is triggered by factors unrelated to job dissatisfaction.
D.
It applies to employees who impulsively quit their jobs.
MGT 312 Week 2 Personality Impact Paper

Complete the personality assessments in Ch. 2 of Understanding and Managing
Organizational Behavior:
Exhibit 2.5, 2.6, and 2.7 and 2.11

Summarize the major aspects of your personality based on the personality
assessment you completed as outlined in Exhibits 2.5,2.6 and 2.7. In each of
these three assessments, give us your score and the possible range of scores.
For example, in assessment 2,5. how many responses did you mark as true.
Then we need to know where you fell within the range. Did you mark 5 out of 11
as true? Then give examples of how you display these behaviors from the
asessment in your workplace.
Based on Exhibit 2.11, summarize the cognitive abilities you have that apply to
the workplace.
What potential effects would your personality type and cognitive abilities have
on the performance of an organization?
How would you mitigate any shortcomings? What are the areas that are
weaknesses and provide a concrete plan to address. A concrete plan includes the
issues you want to address, the actions to correct, the time line, and the
measurement system.
Write a 700 -1500 word paper addressing the topics above.
Include at least one scholarly source from the library in addition ot the textbook.
Since this is a paper about you personally, you do not have to avoid the use of the word
"I", but it still should be APA formatted.
MGT 312 Week 2 Functions of Management Paper

Part 1
Please complete a charter for your Learning team.
Please submit it as a separate attachment to the assignment link for this week.
The charter form can be found by going to the UOP library homepage. It is in a box on
the right hand side of this page labeled Learning Team Toolkit.
Part 2
Select an organization the entire team wants to address and write a 700- 1500-word
paper covering the following:
Describe the four functions of management.
Provide an example of each of the four functions from the selected organization.
How is that function performed in that organization?
Include at least two scholarly citations from the library in addiition to the textbook.
Format your paper consistent with APA guidelines.



material.

Score 15 / 15
Concepts
Factors that affect
group performance
Mastery
Questions
100%
1
2
3
Techniques
to
reduce
social
loafing in groups
100%
4
5
6
Techniques
for
group
decision
making
100%
7
8
9
The
five-stage
model of group
development
100%
10
11
12
Tactics for effective

group socialization
100%
13
14
15
Concept: Factors that affect group performance

Process Losses and Performance
How Task Characteristics Affect Group Performance
Factors that Contribute to Group Cohesiveness
1.
What is the term used to describe performance hitches that arise most exclusively from lack
of synchronization and enthusiasm among members of a group?
A.
Process dividends
B.
Process losses
C.
Group exclusivity signs
D.
Group singularity signs
2.
Identify an accurate statement about sequential task interdependence.
A.
The main cause of process losses in sequential task interdependence is duplication of effort.
B.
It is easy to measure individual performance in sequential interdependence.
C.
Total group performance can be affected by a poorly performing member in sequential
interdependence.
D.
The occurrence of a mistake in a task is not carried forward till the end in sequential
interdependence.
3.
Tara, a college freshman, is a talented singer and cheerleader. After various trials, she is
offered a place in both the college choir and the cheerleading squad. However, she cannot be
a part of both these groups because their practice schedules overlap. Both groups have the
same number of members and are equally successful in the college community. However, the
selection process for the choir is much more rigorous and it is considered more of an honor to
belong to the choir. Therefore, Tara chooses to stay with the choir. In this case, which
determinant of group cohesiveness has Tara most likely considered while making her
decision?
A.
Competition
B.
Group size
C.
Success rate
D.
Exclusiveness
Concept: Techniques to reduce social loafing in

groups
Social Loafing: A Problem in Group Motivation and Performance
Ways to Reduce Social Loafing
4.
Identify the most accurate description of social loafing.
A.
It is the inclination of group members to exert relatively less effort when working in a group
than when working individually.
B.
It is the degree to which performance of one group member affects the total performance of
the group.
C.
It refers to the situation in which members of a group evaluate each others' performances on
a task.
D.
It refers to the ease of gauging the individual performances of every team member in a group
task.
5.
What is an effective technique to curb social loafing in work groups?
A.
Making the work group as large as possible
B.
Evaluating group performance only on a collective basis
C.
Refraining from appreciating individual performances in a group
D.
Dividing the work into specific tasks for group members
6.
Aiden, a software engineer, is a competent, hard-working, and disciplined employee. He is
part of a seven-member team working on a high-budget project. The other members of
Aiden's group are not as dependable as Aiden and often avoided the tasks assigned to them.
Consequently, Aiden has to work twice as hard to make up for the incompetence of his group
members. Eventually, Aiden starts to worry that others are taking advantage of his efficiency.
Deciding to put an end to this, he started to cut back on his efforts. This brought down the
productivity of the whole group and Aiden's individual performance. What concept is illustrated
in this scenario?
A.
Process gain
B.
Sucker effect
C.
Reciprocal theory
D.
Group cohesiveness
Concept: Techniques for group decision making

Disadvantages of Group Decision Making
The Delphi Technique
7.
Identify the type of faulty decision making in which members focus entirely on arriving at a
common agreement and overlook crucial information or potential risks in the process of doing
so.
A.
Groupthink
B.
Empowerment
C.
Benchmarking
D.
Critical thinking
8.
Identify a disadvantage of group decision making.
A.
It limits the generation of different ideas and suggestions.
B.
It increases the scope for factual errors and inaccuracy.
C.
It is a time-consuming process as it takes a lot of time to consult every member.
D.
It decreases the degree of acceptance of a decision among group members.
9.
An international pharmaceutical corporation wants to decide on the composition of a particular
drug. The decision requires the opinions of experts, so a questionnaire is created and sent to
the R&D experts in all of the company's different facilities. In two weeks' time, the
questionnaires are filled and returned to the headquarters. Analysts evaluate the data from
the questionnaires and arrived at a prospective composition for the drug. This is sent to the
different R&D teams again for confirmation and suggestions. The process is repeated until an
agreed-upon decision is made. Which group decision-making technique is illustrated in this
scenario?
A.
Brainstorming technique
B.
Nominal group technique
C.
Delphi technique
D.
Unfocused group technique
Concept: The
development
five-stage
model
of
group
Group Development Over Time: The Five-Stage Model
10.
Identify the stage of Tuckman's five-stage model that immediately precedes the dissolving of
the group after the members have achieved their goals.
A.
Storming
B.
Performing
C.
Norming
D.
Adjourning
11.
What is true about the norming stage of Tuckman's five-stage model?
A.
It is characterized by conflicts and arguments among group members.
B.
It is the stage in which members develop friendships and share common goals.
C.
It is the stage in which members leave the group after finishing their tasks.
D.
It is the stage in which members try to get familiar with each other.
12.
Ajima is part of a five-member group at her company. The group is responsible for making
presentations and creating reports. To get the group started, Ajima tries to get to know
everybody on her team. Without any discussion of leadership, she starts allocating tasks to
the members of her group; this is met by resistance and conflict. Eventually however, the
group begins to understand Ajima's leadership style and starts forming ties with each other
and with Ajima. At the end of this stage, they start agreeing on common rules for behavior. In
what stage of Tuckman's model is Ajima's group presently?
A.
Adjourning
B.
Forming
C.
Norming
D.
Storming
Concept: Tactics for effective group socialization

Socialization and Role Orientation
Socialization Tactics
13.
In which type of role orientation does a new employee exclusively follow predetermined
instructions, norms, rules, and guidelines of existing group members at an organization?
A.
Institutionalized role orientation
B.
Individualized role orientation
C.
Personalized role orientation
D.
Creative role orientation
14.
Identify an accurate difference between fixed and variable tactics.
A.
Fixed tactics lead members to develop a personalized role orientation, whereas variable
tactics lead members to develop an institutionalized role orientation.
B.
Fixed tactics involve giving newcomers proper information on specific phases of the initiation
process, whereas variable tactics do not.
C.
Fixed tactics allow newcomers to create innovative roles for themselves, whereas variable
tactics do not.
D.
Fixed tactics base the process and the speed of socialization entirely on the newcomer, while
variable tactics do not.
15.
Sasha and Eric had applied to different sororities in their college. On being accepted, Sasha
found that her sorority members were very friendly and welcoming. They seemed to enjoy
having her with them and explained the norms of their group. Sasha was very comfortable
and felt included in everything. Eric, on the contrary, had a rough experience. His fraternity
members were rude and did not bother to explain the norms or include him in any activities of
the fraternity. He was constantly insulted and often, had to run errands for the senior
members. Identify an accurate statement among the following in the context of socialization
tactics.
A.
Sasha's sorority employs variable tactics; Eric's employs fixed tactics.
B.
Sasha's sorority employs random tactics; Eric's employs sequential tactics.
C.
Sasha's sorority employs disjunctive tactics; Eric's employs serial tactics.
D.
Sasha's sorority employs investiture tactics; Eric's employs divestiture tactics.
MGT 312 Week 3 Motivating Employees Case Study

Complete the Closing Case "Motivating Employees at the SAS Institute" in Ch. 6
of Understanding and Managing Organizational Behavior.
Answer the four questions at the end of the case in 750 to 1,750 words.
Hints:
1. Be sure to provide a definition of intrinsic and extrinsic motivation. They serve
as your baseline for sorting the factors in the case into the correct categories.
2. Note that factors in the case which are provided to everybody regardless of
performance are not motivators. Motivators are factors that are unique to each
individual. Perks and benefits are given to all.
MGT 312 Week 3 Sodexo and Principle Financial Group Case Study
Complete the Closing Case "Sodexo and Principle Financial Group Recognized for the
Effective Management of Diversity" in Ch. 4 of Understanding and Managing
Organizational Behavior.
Answer the four questions at the end of the case in 700 to 1,500 words.


material.

Score 12 / 12
Concepts
Contemporary
theories
leadership
Mastery
Questions
100%
of
1
2
3
The nature and

sources of power in
organizations
100%
4
5
6
The
nature
organizational
conflict
of
100%
7
8
9
Strategies
dealing
conflict
for
with
100%
10
11
12
Concept: Contemporary theories of leadership

Path-Goal Theory: How Leaders Motivate Followers
The Vroom and Yetton Model: Determining the Level of Subordinate Participation in
Decision Making
LeaderMember Exchange Theory: Relationships Between Leaders and Followers
1.
Which theory of leadership focuses on the fact that leaders must determine the outcomes that
motivate their followers and then help their followers to receive these outcomes once they
have accomplished their tasks?
A.
Path-goal theory
B.
Leader-member exchange theory
C.
Fieldler's contingency model
D.
Vroom and Yetton model
2.
What is a disadvantage of subordinates' participation in the decision-making process in an
organization?
A.
It adversely affects the work culture in an organization.
B.
It reduces the willingness of employees to share important information with their leaders.
C.
It slows down the decision-making process.
D.
It reduces the effectiveness of the leader.
3.
Given below are some situations involving leader-subordinate relationships. Which of these
illustrates a benefit of the leader-member exchange theory?
A.
Jordan, a second-in-command sergeant, follows the orders from the commanding officer of
his platoon, without question.
B.
Carter coaches a football team; he seldom lets the players make their own decisions.
C.
Connor is a senior executive manager at an investment bank; he does not entertain any
informal conversations with his subordinates and insists that they follow a set of rigid norms.
D.
Caleb is a head chef at a restaurant; he provides scope for his assistants to come up with
Concept: The nature and sources of power in

organizations
Sources of Formal Individual Power
Charismatic Power
Centrality
4.
What is the power of a person to give increases in salaries, upgrades in job roles, formal
compliments, exciting ventures, and other rewards to his or her subordinates known as?
A.
Charismatic power
B.
Reward power
C.
Referent power
D.
Expert power
5.
Which is a disadvantage of charismatic power?
A.
Subordinates tend to sightlessly shadow their leader with misguided purposes.
B.
Subordinates tend to get demotivated by their leader.
C.
Subordinates tend to become disloyal to their leader.
D.
Subordinates tend to contradict every decision made by their leader.
6.
Aurasium Inc., a large pharmaceutical giant, has been severely affected by market recession.
After thorough evaluation, the company's top management has decided to downsize all its
departments except research and development (R&D) because R&D is the most vital function
of the organization. All R&D employees have been retained and the R&D unit continues to
receive a major portion of the organization's annual budget to fund its operations. Which
source of power has most likely given the company's R&D unit an advantage over the other
units?
A.
Ability to control contingencies
B.
Centrality
C.
Irreparability
D.
Ability to control resources
Concept: The nature of organizational conflict

Scarcity of Resources
Felt Conflict
Manifest Conflict
7.
Identify a true statement about the sources of organizational conflict.
A.
Homogeneity of functions of employees is a source of conflict.
B.
Evenness among the organizational positions of employees is a source of conflict
C.
Clarity on differentiation of formal authority is a source of conflict.
D.
Scarcity of funds and means among divisions is a source of conflict.
8.
Which stage of Pondy's model of conflict is characterized by unpleasantness, lack of
cooperation, and negative perceptions among the people involved?
A.
Perceived conflict
B.
Latent conflict
C.
Manifest conflict
D.
Felt conflict
9.
Cocoroma Corp. is an international coffee producer. Recently, workers at its coffee plantations
demanded a raise in wages and asked the management to provide them with more affordable
accommodation. These demands was outrightly denied by the management of Cocoroma;
this resulted in the plantation workers going on strike. Which of the following statements about
this scenario is most accurate in the context of Pondy's model of conflict?
A.
The plantation workers are at the stage of manifest conflict.
B.
The plantation workers are at the stage of conflict aftermath.
C.
The plantation workers are at the stage of latent conflict.
D.
The plantation workers are at the stage of perceived conflict.
Concept: Strategies for dealing with conflict

Promoting Compromise
Group-Level Conflict Management
10.
Which of the following techniques can be used by a manager to foster compromise among
the parties involved in a conflict?
A.
Focusing completely on the demands of the parties involved
B.
Placing more emphasis on the problem involved in the conflict rather than on the people
C.
Highlighting only selective objectives that the parties involved in the conflict share
D.
Refraining from acknowledging the source of the conflict
11.
Identify the type of conflict negotiation in which the groups involved choose to evade the steps
necessary to resolve the conflict.
A.
Accommodation
B.
Compromise
C.
Competition
D.
Avoidance
12.
UB and TUC are two high-school basketball teams with a history of rivalry. In their most
recent game, the referee granted a penalty shot to the UB team, which was furiously opposed
by the TUC team. A time-out was called and the referee tried to get the teams to compromise.
However, this negotiation led only to further insults and violence between players because
neither team was willing to give in. Which type of conflict handling is best illustrated in the
scenario?
A.
Norming
B.
Avoidance
C.
Competition
D.
Storming
MGT 312 Week 4 Effective Strategies Paper

Write a 1,000- to 1,700-word paper that answers the following requirement.
Use an industry leader that has been instrumental in turning around a large company.
Describe their team-building techniques and strategies used to transform their company.
Use one of the following industry leaders:
Jack Welch and his transformation of General Electric
Alan Mulally and his transformation of the Ford Motor Company
Research what condition the company was in when they took over and where it is today.
In the condition section, be sure to address the financial, operating, and cultural
conditionsbefore the new CEO took over. Then at the end of the paper, discuss the
conditions of the three factors at the end of the CEO's tenure.
Investigate and discuss the strategy that was used to establish the teams and how the
strategy was executed.
Use terminology to discuss team building strategies and leadership styles of the CEO.
Suggest other strategies could have worked in a similar situation? Provide rationale.A
great way to uncover alternate strategies is to look at what critics are saying. Consider
both leadership and strategic tactics that could have been used.
Include citations.


material.

Score 9 / 9
Concepts
Mastery
Questions
Human resources
and
the
employment
relationship
100%
Types
organizational
structures
100%
of
1
2
3
4
5
6
How
different
organizational
structures influence
organizational
culture
100%
7
8
9
Concept: Human resources and the employment

relationship
Human Resources and the Employment Relationship
1.
What organizational structure is a firm most likely to adopt when it has a large pool of experts
in specific job roles?
A.
A rigid structure
B.
A centralized structure
C.
A supervised structure
D.
A flexible structure
2.
Identify a situation in which an organization is most likely to adopt a structure that allows its
employees freedom in decision making.
A.
When the employees are dispensable to an organization
B.
When the employees are young and are yet to gain experience
C.
When the organization's relationship with its employees is lengthy and agreeable
D.
3.
Lila is a neurosurgeon at the Haletrust hospital. She makes all her own decisions, without
having to consult her superiors. This is because she is an expert in her field and is an
employee the hospital cannot afford to lose. In addition, the hospital knows that Lila needs her
autonomy and independence in decision making. In this context, what organizational structure
would suit Lila best?
A.
A flexible structure
B.
A fixed structure
C.
A controlled structure
D.
A formal structure
Concept: Types of organizational structures

Functional Structure
Geographic Structure
Divisional Structures: Product, Market, and Geographic
4.
Identify an advantage of implementing a single functional structure in an organization.
A.
It makes it easier to supervise employee performance and reward good performance.
B.
It makes it easier to control activities when the organization diversifies its product lines and
markets.
C.
It makes it easier to cater to the demands of a wide range of international customers.
D.
It makes it easier to service the requirements of different types of customer groups.
5.
What is the organizational structure exclusively based on the locational differences of an
organization's operations known as?
A.
Product structure
B.
Geographic structure
C.
Market structure
D.
Customer structure
6.
Mechalium Inc. is a company that is structured according to the locations of its units: in the
eastern, central, and western regions of Cetria. Zoemetra Corp., a competitor in terms of its
size, product lines, and markets is structured according to the goods and services it offers. It
has one branch, located in the northern region of Cetria. From the following statements,
identify a statement that holds true in this case.
A.
Mechalium has a geographic structure, while Zoemetra has a product structure.
B.
Both companies are structured geographically.
C.
Mechalium has a product structure, while Zoemetra has a geographic structure.
D.
Both companies are structured according to product.
Concept: How different organizational structures

influence organizational culture
Organizational Structure
7.
Identify an organizational structure that leads to an organization's culture being high on
originality and adaptability.
A.
Tall structure
B.
Organic structure
C.
Mechanistic structure
D.
Centralized structure
8.
Javier works at an advertising agency where employees are encouraged to be innovative and
free. The company's employees mostly work in parallel teams that are equally involved in
decision making. On the contrary, Anna works at an investment bank where all decisions are
officially made, following rigid norms of the organization's hierarchy. The only form of
communication between all employees is formal and through official channels. In this context,
which statement among the following is true?
A.
Anna works in an organization that has a decentralized structure.
B.
Anna works in an organization that reinforces the cultural norms of individuality and personal
authority.
C.
Javier works in an organization that is highly centralized.
D.
Javier works in an organization that encourages an informal organizational culture.
9.
What statement accurately brings out the relationship between an organization's structure and
its culture?
A.
An organization with a centralized structure creates cultural values that promote employees'
uniqueness and insightfulness.
B.
An organization with a decentralized structure creates cultural values that promote
employees' conformity.
C.
An organization with a centralized structure creates cultural values that reinforce employees'
compliance and deference.
D.
An organization with a decentralized structure creates cultural values that weaken employees'
ersonal authority.
MGT 312 Week 5 Leveraging Organizational Behavior and

Management to Maximize Business Success Presentation
Choose an organization that the team has some familiarity with.
Imagine that your team is a group of experts in the principles of business organization
and management. You have been invited to present at a conference held for some of the
top executives at Fortune 500 companies. Your assigned topic is Leveraging
Organizational Behavior and Management to Maximize Business Success.
Create a 15- to 20-slide Microsoft PowerPoint presentation in which you address the
following:
Introduction to leadership
o Explain the contemporary theories and styles of leadership prevalent in
companies today.
o Describe the contemporay theory and leadership style demonstrated
within the chosen organization.
o Explain the differences between management and leadership.
o Explain how cultivating leadership skills in managers can benefit the
organization.
Organizational culture
o Describe how managers, when applying leadership principles, can
contribute to a healthy organizational culture.
o Cite specific examples from the selected organization.
Organizational power and politics
o Describe the influence of power and politics within your selected
organization.(Be sure that you consider the policital influence the
company might exert in the industry)
o Describe the types of power in your organization
o Explain who in the chosen department holds the real power and why.
Conflict management
o Describe an example of conflict that occurred within the selected
organization.
Explain the strategies that were used to manage that conflict situation,
including their level of effectiveness. Use terminology from the readings
to describe the type of conflct and the method used to resolve the
conflict.
Determine other strategies that you would recommend to manage that
conflict example.
Support your presentation with the concepts discussed in class and in the text, and your
personal experiences.
Include the speaker notes to explain the key points in your presentation.
Include citations.
Format your presentation consistent with APA guidelines.

MGT 312 Week 3 Knowledge Check

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ORGANIZATIONAL BEHAVIOR FOR

The Latest Version A+ Study Guide

MGT 312 Entire Course Link

MGT 312 Week 1 Knowledge Check

Week 1 Knowledge Check

Personalized Study Guide Results

The four functions

Concept: The four functions of management

Materials on the concept

Concept: The role of organizational behavior

Materials on the concept

What Is Organizational Behavior?

The Nature of Organizational Behavior

Why are people introverted or extroverted?

Concept: The nature of personality and the Big Five

Materials on the concept

The Nature of Personality

Individual Differences: Personality and Ability

The Big Five Model of Personality

Concept: Personality traits that are relevant to

Materials on the concept

Type A and Type B Personalities

Other Organizationally Relevant Personality Traits

Needs for Achievement, Affiliation, and Power

Concept: The impact of ability on performance

Materials on the concept

The Nature of Ability

The Management of Ability in Organizations

An example of a physical skill is:

MGT 312 Week 1 Organizational Behavior Paper

MGT 312 Week 2 Knowledge Check

Week 2 Knowledge Check

Personalized Study Guide Results

How job design and

Job satisfaction and

Concept: Theories of work motivation

Materials on the concept

Maslows Hierarchy of Needs

Instrumentality: What Is the Connection Between Job Performance and Outcomes?

Concept: How job design and goal setting theory

Materials on the concept

Job Design: The Job Characteristics Model

Core Job Dimensions

Job Design Models Summarized

Job Design: The Social Information Processing Model

Limits to Goal-Setting Theory

Vague goals lead to better performance than specific goals.

Materials on the concept

Characteristics of the Target and Situation

Social Status of the Target

Biases and Problems in Person Perception

Concept: Strategies to manage diversity in the

Materials on the concept

Effectively Managing a Diverse Workforce

Materials on the concept

Theories of Job Satisfaction

Herzbergs Motivator-Hygiene Theory of Job Satisfaction

The Discrepancy Model of Job Satisfaction

The steady-state theory of job satisfaction

Concept: Consequences of job satisfaction

Materials on the concept