CH11
1.A leader who tends to centralize authority, dictate work methods, and
make unilateral decisions is a(n) _____ leader.
a.democratic
b.democratic-consultative
c.laissez-faire
d. autocratic
2.According to Lewin, quantity of work accomplished was equal using
which two types of leadership styles?
a.Laissez-faire and autocratic
b.Democratic and autocratic
c.Laissez-faire and democratic
d.dictatorial and autocratic
3.The dual nature of leader behaviors, focusing on the work to be done and
focusing on the employees, is a key characteristic of _____ and the
University of Michigan studies.
a.the path-goal theory
b.Fiedler's least-preferred coworker model
c.situational leadership theory
d.the Ohio State studies
4. According to the Ohio State studies, a leader who is high in _____ is
characterized by behavior that attempts to organize work, work
relationships, and goals.
a.initiating structure
b.autocratic structure
c.consideration
d.production-oriented
5. Fiedler's LPC questionnaire purports to measure the leader's behavioral
orientation as either _____ or _____.
a.employee-oriented; production-oriented
b.initiating consideration; initiating structure
c.task-oriented; relationship-oriented
d.delegating; participating
6. Fiedler assumes that a person's leadership style is _____.
a.learned
b.constantly changing
c.changeable upon demand
d.stable
7. Which of the following models argued that leadership behavior must
adjust to reflect the task structure?
a.leader-participation
b.Fiedler's contingency model
c.path-goal
d.managerial grid
8. The _____ model of leadership behavior proposes that a leader should
adjust his or her leadership style in accordance with the readiness of
followers.
a.path-goal
b.situational leadership
c.Fiedler's contingency model
d.leader-participation
9. The theory that followers make attributions of heroic or extraordinary
leadership abilities when they observe certain behaviors is known as
_____ leadership.
a.transactional
b.autocratic
c.transformational
d.charismatic
10.Leaders who inspire followers to transcend their own self-interests for
the good of the organization, and are capable of having a profound and
extraordinary effect on followers are _____ leaders.
a.autocratic
b.transactional
c.democratic
d.transformational
<11~20 true or false>
11. Charisma and enthusiasm are traits that have been found to
consistently differentiate leaders from nonleaders.
12. An autocratic leader would allow employees to participate in
decision-making.
13. The managerial grid is a two-dimensional view of leadership style
developed by Blake and Mouton.
14.Fiedler assumed that an individual would change his or her leadership
style to fit the situation.
15. A person with high task and high relationship would use a coaching
leadership style, according to Hersey and Blanchard.
16. Transactional leadership, as compared with transformational
leadership, is more strongly correlated with lower turnover rates, higher
productivity, and higher employee satisfaction.
17. Team leaders known as a troubleshooters are most likely to contribute
by asking penetration questions, helping the team talk through problems,
and getting needed resources from external constituencies.
18. Emotional intelligence (EI) is the best predictor of who will emerge as
a leader.
19. Of the five dimensions of trust, integrity is the most critical.
20. The highest level of trust is called deterrence-based trust, which is
based on an emotional connection between the parties.
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CH13
1.There are three different approaches to designing control systems.
Which of the following is not one of these approaches?
a.clan control
b.bureaucratic control
c.economic control
d.market control
2. _____ is the approach to control that emphasizes the use of external
market mechanisms such as price competition and market share.
a.Bureaucratic control
b.Price control
c.Market control
d.Clan control
3. _____ determines, to a great extent, what people in the organization will
attempt to excel at.
a.What we measure
b.When we measure
c.How we measure
d.How often we measure
4. _____ is/are the acceptable parameters of variance between actual
performance and the standard.
a.Clan control
b.Range of variation
c.Statistical reports
d.Written reports
5. The key to _____ control is taking managerial action before a problem
occurs.
a.concurrent
b.feedback
c.feedforward
d.standards
6. Direct supervision is the best-known form of _____ control.
a.concurrent
b.feedforward
c.management
d.feedback
7. In a small organization, which control recommendation should be
made?
a.elaborate and comprehensive controls
b.increased number and breadth of controls
c.informal
d.many criteria
8.Embezzlement, fraudulent filing of expense reports, and removing equipment are
all considered _____.
a.vandalism
b.dishonesty
c.evading taxes
d.employee theft
9. Entrepreneurs struggle to do all of the following except _____.
a.find capital
b.strengthen organizational culture
c.find people
d.develop bureaucratic control
10._____ is a natural and desirable outcome for entrepreneurial ventures.
a.Variation
b.Corrective action
c.Growth
d.Control
<11~20 true or false>
11. Clan control is often used by organizations where teams are common and
technology is changing rapidly.
12. Control is the final link in the functional chain of management.
13.Subjective measures of performance are better than quantified measures.
14.Deviations outside the range of variation are significant and should receive
management attention.
15.Basic corrective action corrects problems at once and gets performance back to
where it should be.
16.Concurrent control implements controls before an activity begins.
17.The major drawback of feedback control is that by the time the manager has the
information, the problem has already occurred.
18.Concurrent control through direct supervision is probably most cost effective
for small businesses.
19.Employers have the right to monitor employees' e-mail, telephone
conversations, and computer usage.
20.The courts have ruled that if a computer belongs to the company, the company
has the right to monitor anything on their system.
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