19 Jul EXPLAIN DECISIONS AND PROVIDE OPPORTUNITY FOR CLARIFICATION
1. Anna, the director of nurses at a local hospital, gets to know the nurses well. She takes the time to inquire about their lives outside of work. She considers their personal needs when scheduling work hours. Anna’s management focus is on:
a. planning
b. organizing
c. motivating
d. controlling
e. all of the above
2. Of all the departments, gerard’s department has the greatest production output. His employees seem most satisfied with his leadership as well. You categorize the behavioral styles of each department director using the managerail grid (leadership Grid). According to the work of Blake and Mouton, who developed the grid, which of the following is most likely to reflect Gerard’s score on the grid?
a. high concern for people, low concern for production
b. high concern for people, high concern for production
c. low concern for people, low concern for production
d. balanced concern for people and production, whether high or low
e. none of the above
3. Rumors are circulating through the organization that a new CEO will be appointed and that a number of lower level managers and associates will lose their jobs. Based upon situational theory, followers in this organization are likely to be:
a. unable and unwilling
b. unable but willing
c. able but unwilling
d. able and willing
e. none of the above
4. A U.S. firm is having difficulty in its international operations. More than half of the correspondence reveived from the other country is written in a language other than English. Some of the slogans used to advertise products in the other country are counter productive. The outcomes in business negotiations are below expectations. Based upon situational theory, which leader style and behavior is most appropriate in dealing with followers in the international operations division?
a. provide specific instructions and closely supervise performance.
b. Explain decisions and provide opportunity for clarification
c. Share ideas and facilitate in decision making
d. Turn over responsibility for decisions and implementation
e. None of the above.
5. Several lower level managers have low job satisfaction because they do not always know what is happening in other departments. Although they are all proficient at their jobs, this lack of information is frustrating and has a negative impact on their performance. Based upon situational theory, which leader style and behavior is most appropriate in this situation?
a. Provide specific instructions and closely supervise perfomance.
b. Explain decisions and provide opportunity for clarification
c. Share ideas and facilitate in decision making
d. Turn over responsibility for decisions and implementation.
e. None of the above.
6. Recently, the company invested heavily in one of the many new technologies available. Employees tell senior management that this investment was the right choice, but sales keep decreasing. Some sales employees have also given incorrect infromation to suppliers, even though the company has held numerous intensive training sessions to keep sales personnel apprised of changes in the industy. The company has also received low customer service ratings from recent consumer surveys. These surveys indicate that customers are frustrated with the specialized technical knowledge necessary to operate their satellite systems. Which of the following best characterizes the communication problem occuring between employees and senior management?
a. filtering
b. sobotage
c. communication apprehension
d. overload
e. selective perception
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