Managing & Org/ individuals
which of the following is NOT a need in Maslow's theory of needs??
A. Love & Belonging
B. Saftey Needs
C. Psychological Needs
D. Esteem Needs
C. Psychological Needs
Which is a way to minimize social loafing?
A. Non-authoritarian leadership
B. Open climate
C. Clear roles and responsibilities
D. Adjourning
C. Clear roles and responsibilities
Why are disputes good in an organization?
Innovation
Decision making
Improve performance
what can managers and organizations do to encourage their employees to behave ethically?
• Code of conduct
• Training programs
• Performance goals and reward
• Whistleblowing culture
Which of the below is NOT a country cluster according to the GLOBE model?
A. Southern Asia
B. Latin America
C. Central Europe
D. Nordic Europe
C. Central Europe
Which of the following is a 'Big 5 Theory' trait?
A.Openess
B.Confidence
C.Sensitive
D. Creative
A. Openess
Put the stages of group formation in order!
1. Storming
2. Forming
3. Norming
4. Adjourning
5. Performing
1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning
How managers influence creativity?
A. Foster an open, democratic environment
B. Delegate tasks
C. Intrinsic/extrinsic reward
D. All of the above
D. All of the above
What is the full form of CSR?
Corporate Social Resbonsibility
Which is an advantage of democratising decisions?
A. Decision Quality
B. Time consuming
C. Competition
D. Disagreements
A. Decision Quality
Explain Internal Locus of Control.
Outcomes within your control and is determined by your hard work or decisions
Explain Group think
Groupthink is when team members agree with each other just to keep peace, even if the idea is wrong.
What are the different levels of dispute?
1. Interpersonal
2. Intergroup
3. Inter- orgsnization
What is situational leadership??
situational leadership model's intellectual appeal resides in its emphasis on subordinates' readiness and willingness to be led by others.
Its leadership style where leaders adjust their approach to fit the specific needs of their team members and the task at hand.
What are the 4 components of Hofstede's model?
1. Power distance
2. Uncertainty avoidance
3. Individualism
4. Motivation
What are the different functions of managenent according to Henry Fayol?
1. Planning
2. Organizing
3. Comnanding
4. Controlling
5. Coordinating
What is homeogenity in team cohesion?
When team members are similar in background, attitudes, or values, Such teams often have fewer conflicts and understand each other easily -which can increase cohesion.
Explain the parts of the SCAMPER model
S = Substitute
C = Combine
A = Adapt
M = Modify/Magnify/Minify
P = Put to other uses
E = Eliminate
R = Rearrange/Reverse
Who is an Authentic Leader?
Authentic leaders have the qualities of transformational leaders but also work on moral and ethical grounds; possess great self-awareness, integrity confidence and self-control; are positive, optimistic and resilient
What is organisational politics?
refers to all networks between people in and around organizations that entail power relations.
Explain the different Perceptions at Work
1. Halo effect : when a +ve trait of an employee influences how others view their overall abilities
2. Stereotype: when people make assumptions abt someone's abilities, behaviour, or personality.
3. Devil effect: when a - ve trait of an employee leads others to view them more negatively overall
Explain the concept of Horizontal surveillance
Horizontal surveillance in an organization is the monitoring of employees by their peers at the same hierarchical level.
What is the difference between task conflict and relationship conflict?
Task conflict : Resources, policies, pressures, judgements, interpretations.
Relationship conflict: Personal issues, different preterences, dissonant values
What are the disadvantages of charismatic leadership?
Volatile
Inconsistent
Be blinded by their own vision
What are the steps of decision making?
1. Problem identification
2. Identify and list all alternatives
3. Identify all possible consequences for each alternative
4. Solution decision and implementation
5. Evaluation