MGT 312 Week 4 Knowledge Check

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MGT 312 Week
4  Knowledge Check

 

Complete the Week 4 Knowledge Check

Week 4 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
12 / 12






Concepts


Mastery


Questions





Contemporary
theories of leadership


100%


·        
1
·        
2
·        
3




The nature
and sources of power in organizations


100%


·        
4
·        
5
·        
6




The nature of
organizational conflict


100%


·        
7
·        
8
·        
9




Strategies
for dealing with conflict


100%


·        
10
·        
11
·        
12




Concept: Contemporary
theories of leadership




Mastery


100%


Questions


·        
1
·        
2
·        
3




Materials on the concept


  • Path-Goal Theory: How Leaders Motivate Followers

  • The Vroom and Yetton Model: Determining the Level of Subordinate
    Participation in Decision Making

  • Leader–Member 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




Mastery


100%


Questions


·        
4
·        
5
·        
6




Materials on the concept


  • 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




Mastery


100%


Questions


·        
7
·        
8
·        
9




Materials on the concept


  • 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




Mastery


100%


Questions


·        
10
·        
11
·        
12




Materials on the concept


  • 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

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