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1. A manager’s role is that of “information processor,” whereas a leader’s role is:

o   to communicate the big picture — the vision.

o   to serve as a communication champion.

o   to communicate written information, facts, and dat

o   both to communicate the big picture — the vision and to serve as a communication champion.


Question 2

2. Being a good listener expands a leader’s role in the eyes of others because of all EXCEPT:

o   active listening is an ongoing part of a leader’s communication.

o   total attention is focused on the message.

o   a leader concentrates on what to say next rather than on what is being sai

o   a good listener finds areas of interest, affirms others, and builds trust.


Question 3

3. Discernment involves all EXCEPT:

o   detecting unarticulated messages hidden below the surface.

o   paying attention to patterns and relationships.

o   listening carefully for undercurrents that have yet to emerge.

o   trying to convince others to agree with a point of view.


Question 4

4. Messages transmitted through action and behavior are called:

o   nonverbal communication.

o   channel richness.

o   discernment.

o   communication champion.


Question 5

5. Face-to-face communication can be described as:

o   the richest form of communication.

o   the poorest form of communication.

o   impersonal one-way communication.

o   having slow feedback.


Question 6

6. The sender (such as a leader) initiates a communication by _____________ a thought or idea

o   encoding

o   decoding

o   creating “noise” around

o   channeling


Question 7

7. The guidelines for using email effectively include:

o   Don’t act like a newspaper reporter.

o   Say anything negative about a boss, friend, or colleague.

o   Keep e-mail messages short and to the point.

o   Use e-mail to start or perpetuate a feud


Question 8

8. A team has all the following components EXCEPT:

o   Teams share a goal.

o   Teams have individual “stars.”

o   Teams are made up of two or more people.

o   Teams work together regularly.


Question 9

9. The “storming” stage of team development is characterized by:

o   conflict and disagreement.

o   orientation.

o   establishment of order and cohesion.

o   cooperation and problem solving.



Question 10

10. Team types do NOT include:

o   functional teams.

o   vertical teams.

o   cross-functional teams.

o   self-directed teams.


Question 11

11. Using a third party to settle a dispute is:

o   mediation

o   groupthink

o   distributive justice

o   bargaining


Question 12

12. The __________________ reflects a high degree of both assertiveness and cooperativeness.

o   collaborating style

o   avoiding style

o   accommodating style

o   competing style


Question 13

13. _______________ is the tendency of people in cohesive groups to suppress contrary opinions.

o   Team dynamics

o   Groupthink

o   Mediation

o   Collective bargaining




Question 14

14. Interactive leaders tend to be:

o   competitive

o   individualistic

o   consensus builders.

o   reluctant to share power.


Question 15

15. Ethnocentrism is the belief that:

o   one’s culture and subculture are inherently superior to other cultures.

o   all cultures have value.

o   everyone in the organization has the same values, beliefs, and motivations.

o   everyone in the organization has the same attitudes about work and life.


Question 16

16. The invisible bar that separates women and minorities from top leadership jobs is called:

o   ethnocentrism.

o   power distance.

o   the glass ceiling.

o   uncertainty avoidance.


Question 17

17. When a leader and company act out prejudicial attitudes toward people who are the targets of their prejudice, _________ has occurred.

o   ethnocentrism

o   discrimination

o   inclusion

o   uncertainty avoidance





Question 18

18. ____________is designed to help people become aware of their own biases, become sensitive to and open to people different from themselves, and learn skills for communicating and working effectively in a diverse workplace.

o   Collectivism

o   Diversity training

o   Inclusion

o   Ethnocentrism


Question 19

19. When workers admire a supervisor because of her personal characteristics, the influence is based on:

o   legitimate power.

o   reward power.

o   expert power.

o   referent power.


Question 20

20. If Paul, a salesman, does not perform as well as expected, his supervisor can put a negative letter in his file. This is an example of:

o   referent power.

o   expert power.

o   coercive power.

o   legitimate power.


Question 21

21. The levels of the Domain of Strategic Leadership include all EXCEPT:

o   strategy.

o   vision.

o   mission.

o   core competence.



Question 22

22. The levels of the Domain of Strategic Leadership include all EXCEPT:

o   strategy.

o   vision.

o   mission.

o   core competence.


Question 23

23. To determine strategic direction for the future, leaders do all EXCEPT:

o   use SWOT analysis.

o   consider trends in technology.

o   develop industry foresight.

o   use the Hersey and Blanchard Situational Theory model.


Question 24

24. Situation analysis includes a search for SWOT which includes all EXCEPT:

o   strategy.

o   threats.

o   strengths.

o   opportunities.


Question 25

25. Mission answers the question:

o   Where are we headed?

o   Who are we as an organization?

o   What are our weaknesses?

o   What is our situation?

BA421 Final Exam
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