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MGT 312 Week 4 Knowledge Check

MGT 312 Week 4 Knowledge Check
MGT 312 Week 4 Knowledge Check -

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?

  • Path-goal theory
  • Leader-member exchange theory
  • Fieldler's contingency model
  • Vroom and Yetton model

 

2.

What is a disadvantage of subordinates' participation in the decision-making process in an organization?

  • It adversely affects the work culture in an organization.
  • It reduces the willingness of employees to share important information with their leaders.
  • It slows down the decision-making process.
  • 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?

  • Jordan, a second-in-command sergeant, follows the orders from the commanding officer of his platoon, without question.
  • Carter coaches a football team; he seldom lets the players make their own decisions.
  • 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.
  • Caleb is a head chef at a restaurant; he provides scope for his assistants to come up with innovative recipes and to try their skills.

 

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?

  • Charismatic power
  • Reward power
  • Referent power
  • Expert power

 

5.

Which is a disadvantage of charismatic power?

  • Subordinates tend to sightlessly shadow their leader with misguided purposes.
  • Subordinates tend to get demotivated by their leader.
  • Subordinates tend to become disloyal to their leader.
  • 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 fundits operations. Which source of power has most likely given the company's R&D unit an advantage over the other units?

  • Ability to control contingencies
  • Centrality
  • Irreparability
  • Ability to control resources

 

7.

Identify a true statement about the sources of organizational conflict.

  • Homogeneity of functions of employees is a source of conflict.
  • Evenness among the organizational positions of employees is a source of conflict
  • Clarity on differentiation of formal authority is a source of conflict.
  • 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?

  • Perceived conflict
  • Latent conflict
  • Manifest conflict
  • 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?

  • The plantation workers are at the stage of manifest conflict.
  • The plantation workers are at the stage of conflict aftermath.
  • The plantation workers are at the stage of latent conflict.
  • The plantation workers are at the stage of perceived conflict.

 

10.

Which of the following techniques can be used by a manager to foster compromise among the parties involved in a conflict?

  • Focusing completely on the demands of the parties involved
  • Placing more emphasis on the problem involved in the conflict rather than on the people
  • Highlighting only selective objectives that the parties involved in the conflict share
  • 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.

  • Accommodation
  • Compromise
  • Competition
  • 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  tocompromise. 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?

  • Norming
  • Avoidance
  • Competition
  • Storming

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