Question 1

Which of the following are examples of personal power?

Accepted Answer

A)  Reward, legitimate and coercive power 
B)  Referent, proximity and expert power 
C)  Referent, proximity and coercive power 
D)  Referent, proximity and legitimate power 
E)  Referent and proximity power. 
A)  Reward, legitimate and coercive power 
B)  Referent, proximity and expert power 
C)  Referent, proximity and coercive power 
D)  Referent, proximity and legitimate power 
E)  Referent and proximity power. B

Question 2

Generating pride in an organisation, and showing how individual team members and teams as a whole contribute to the organisation, is one way of building a strong team culture.

Accepted Answer

A) True 
 B)False  True

Question 3

While relaxing with friends at a bar at the end of the work week, an employee of an organisation casually comments, 'That's nothing; my CEO is a complete crook - he overcharges all of our clients.' This remark ultimately leads to a police investigation, the CEO's arrest and the organisation's collapse. This situation would best be described as an example of:

Accepted Answer

A)  systems theory. 
B)  chaos theory. 
C)  classic organisation theory. 
D)  neo-classical theory. 
E)  None of these responses are correct. 
A)  systems theory. 
B)  chaos theory. 
C)  classic organisation theory. 
D)  neo-classical theory. 
E)  None of these responses are correct. B

Question 4

Agreement by all members of a team on the outcome of a decision is known as:

Accepted Answer

A)  negotiation. 
B)  majority vote. 
C)  balance of probabilities. 
D)  consensus. 
E)  arbitration. 
A)  negotiation. 
B)  majority vote. 
C)  balance of probabilities. 
D)  consensus. 
E)  arbitration.

Question 5

Only some organisations have an organisational culture; this depends upon whether an organisation has a mission and/or vision statement that is actively promoted and endorsed by senior figures in the organisation.

Accepted Answer

A) True 
 B)False

Question 6

Which of the following may influence a team's group dynamics?

Accepted Answer

A)  Events and influences occurring in the surrounding environment 
B)  Relationships within the group 
C)  Each team member's skills and personality 
D)  The team's job or task 
E)  All of these responses are correct. 
A)  Events and influences occurring in the surrounding environment 
B)  Relationships within the group 
C)  Each team member's skills and personality 
D)  The team's job or task 
E)  All of these responses are correct.

Question 7

An encourager within a team can be said to be playing:

Accepted Answer

A)  a functional task role. 
B)  a functional process role. 
C)  a dysfunctional task role. 
D)  a dysfunctional process role. 
E)  None of these responses are correct. 
A)  a functional task role. 
B)  a functional process role. 
C)  a dysfunctional task role. 
D)  a dysfunctional process role. 
E)  None of these responses are correct.

Question 8

Which of the following statements is true of all teams?

Accepted Answer

A)  They need to be heterogeneous in order to be cohesive and supportive. 
B)  They need to be homogeneous in order to be diverse in their approaches and ways of thinking. 
C)  They need to be homogeneous, since diversity leads to tension, conflict and mistrust. 
D)  When containing elements of both homogeneity and heterogeneity, the team will benefit from having team members who are like-minded in their understanding of the team's purposes, goals, roles and procedures, but who are also diverse in their approaches and ways of thinking. 
E)  They need to be heterogeneous, so that team members are like-minded in their understanding of their purposes, goals, roles and procedures. 
A)  They need to be heterogeneous in order to be cohesive and supportive. 
B)  They need to be homogeneous in order to be diverse in their approaches and ways of thinking. 
C)  They need to be homogeneous, since diversity leads to tension, conflict and mistrust. 
D)  When containing elements of both homogeneity and heterogeneity, the team will benefit from having team members who are like-minded in their understanding of the team's purposes, goals, roles and procedures, but who are also diverse in their approaches and ways of thinking. 
E)  They need to be heterogeneous, so that team members are like-minded in their understanding of their purposes, goals, roles and procedures.

Question 9

A positive organisational culture is important to an organisation, because it influences its ability to:

Accepted Answer

A)  recruit employees. 
B)  retain employees. 
C)  engage employees. 
D)  motivate employees. 
E)  All of these responses are correct. 
A)  recruit employees. 
B)  retain employees. 
C)  engage employees. 
D)  motivate employees. 
E)  All of these responses are correct.

Question 10

A member of a team who consistently identifies flaws in others' ideas can be thought of as being:

Accepted Answer

A)  functional. 
B)  dysfunctional. 
C)  either functional or dysfunctional. 
D)  neither functional nor dysfunctional. 
E)  None of these responses are correct. 
A)  functional. 
B)  dysfunctional. 
C)  either functional or dysfunctional. 
D)  neither functional nor dysfunctional. 
E)  None of these responses are correct.

Question 11

One sign that a work climate is not a positive one is:

Accepted Answer

A)  team members feeling unable to express themselves and share their feelings. 
B)  team members supporting one another. 
C)  team members contributing to group goals in the best way they can. 
D)  the sense that team members are enjoying their work as they get on with their tasks. 
E)  a team easily and consistently achieving its goals. 
A)  team members feeling unable to express themselves and share their feelings. 
B)  team members supporting one another. 
C)  team members contributing to group goals in the best way they can. 
D)  the sense that team members are enjoying their work as they get on with their tasks. 
E)  a team easily and consistently achieving its goals.

Question 12

Due to the important impact that organisational culture can have on an organisation, the most appropriate time to explain a team's culture and norms to an employee is:

Accepted Answer

A)  at their first performance review. 
B)  at their first team meeting. 
C)  during their induction. 
D)  during professional development training after they have settled in. 
E)  at their exit interview. 
A)  at their first performance review. 
B)  at their first team meeting. 
C)  during their induction. 
D)  during professional development training after they have settled in. 
E)  at their exit interview.

Question 13

What strategy can managers employ to promote open discussion with and between employees so as to reach agreement on better ways of working together?

Accepted Answer

A)  Performance reviews 
B)  Probation periods 
C)  Team-building activities 
D)  Grievance procedures 
E)  Performance plans 
A)  Performance reviews 
B)  Probation periods 
C)  Team-building activities 
D)  Grievance procedures 
E)  Performance plans

Question 14

A member of a team who is not the appointed team leader, but is the 'go-to' person for a range of issues - from IT questions to advice about how to undertake complex tasks - can be said to be the team's:

Accepted Answer

A)  executive leader. 
B)  non-executive leader. 
C)  technical leader. 
D)  informal leader. 
E)  spiritual leader. 
A)  executive leader. 
B)  non-executive leader. 
C)  technical leader. 
D)  informal leader. 
E)  spiritual leader.

Question 15

In an organisation in which the completion of a project or process takes precedence, and the culture is characterised by the sharing of ideas, internal flexibility and the mobility of employees, there exists a:

Accepted Answer

A)  person culture. 
B)  power culture. 
C)  role culture. 
D)  task culture. 
E)  corporate culture. 
A)  person culture. 
B)  power culture. 
C)  role culture. 
D)  task culture. 
E)  corporate culture.

Question 16

Workplace power based on position stems from a person's position in the organisational structure, whereas workplace power based on personal power must be earned.

Accepted Answer

A) True 
 B)False

Question 17

The informal organisation is collectively made up of:

Accepted Answer

A)  the hierarchy of positions and authority as set out in the organisation's organisational chart. 
B)  the relationships between different levels within the organisation. 
C)  the webs of human relationships and unofficial power hierarchy inside the organisation. 
D)  the reporting relationships of employees and managers to those higher up in the organisational hierarchy. 
E)  the social relationships between employees outside business hours. 
A)  the hierarchy of positions and authority as set out in the organisation's organisational chart. 
B)  the relationships between different levels within the organisation. 
C)  the webs of human relationships and unofficial power hierarchy inside the organisation. 
D)  the reporting relationships of employees and managers to those higher up in the organisational hierarchy. 
E)  the social relationships between employees outside business hours.

Question 18

Which of the following is not an example of a communication pattern?

Accepted Answer

A)  A preference among team members to communicate using email rather than converse face-to-face 
B)  A weekly team meeting that all team members must attend 
C)  Team members regularly using industry jargon and abbreviations in memos they send one another 
D)  The practice, at team meetings, of allowing every attendee to speak on a particular agenda item if they wish to 
E)  A high degree of cooperation among team members to work together when there are strict deadlines or urgent priorities 
A)  A preference among team members to communicate using email rather than converse face-to-face 
B)  A weekly team meeting that all team members must attend 
C)  Team members regularly using industry jargon and abbreviations in memos they send one another 
D)  The practice, at team meetings, of allowing every attendee to speak on a particular agenda item if they wish to 
E)  A high degree of cooperation among team members to work together when there are strict deadlines or urgent priorities

Question 19

One possible danger faced by highly cohesive teams is:

Accepted Answer

A)  that cliques may form, creating division and conflict. 
B)  a lack of will of individual team members to contradict the perceived or actual wishes of the majority. 
C)  that the team may find it difficult to move on from 'discussion mode' and make actual decisions. 
D)  that team members' familiarity with one another may breed disrespect and, ultimately, the team's breakdown. 
E)  All of these responses are correct. 
A)  that cliques may form, creating division and conflict. 
B)  a lack of will of individual team members to contradict the perceived or actual wishes of the majority. 
C)  that the team may find it difficult to move on from 'discussion mode' and make actual decisions. 
D)  that team members' familiarity with one another may breed disrespect and, ultimately, the team's breakdown. 
E)  All of these responses are correct.

Question 20

Temporarily placing an employee in a higher position to cover the short-term absence of another staff member is an example of exercising:

Accepted Answer

A)  legitimate power. 
B)  coercive power. 
C)  reward power. 
D)  expert power. 
E)  personal power. 
A)  legitimate power. 
B)  coercive power. 
C)  reward power. 
D)  expert power. 
E)  personal power.

Exam 4: The Informal Organisation

Which of the following are examples of personal power?

Generating pride in an organisation, and showing how individual team members and teams as a whole contribute to the organisation, is one way of building a strong team culture.

Agreement by all members of a team on the outcome of a decision is known as:

Only some organisations have an organisational culture; this depends upon whether an organisation has a mission and/or vision statement that is actively promoted and endorsed by senior figures in the organisation.

Which of the following may influence a team's group dynamics?

An encourager within a team can be said to be playing:

Which of the following statements is true of all teams?

A positive organisational culture is important to an organisation, because it influences its ability to:

A member of a team who consistently identifies flaws in others' ideas can be thought of as being:

One sign that a work climate is not a positive one is:

Due to the important impact that organisational culture can have on an organisation, the most appropriate time to explain a team's culture and norms to an employee is:

What strategy can managers employ to promote open discussion with and between employees so as to reach agreement on better ways of working together?

A member of a team who is not the appointed team leader, but is the 'go-to' person for a range of issues - from IT questions to advice about how to undertake complex tasks - can be said to be the team's:

In an organisation in which the completion of a project or process takes precedence, and the culture is characterised by the sharing of ideas, internal flexibility and the mobility of employees, there exists a:

Workplace power based on position stems from a person's position in the organisational structure, whereas workplace power based on personal power must be earned.

The informal organisation is collectively made up of:

Which of the following is not an example of a communication pattern?

One possible danger faced by highly cohesive teams is:

Temporarily placing an employee in a higher position to cover the short-term absence of another staff member is an example of exercising:

The Changing World of Work

The Operating Environment

The Formal Organisation

Establishing and Managing Priorities

Building a Strong Communication Foundation

Strengthening Your Personal Skills

Building Effective Working Relationships

Understanding Leadership

Understanding Motivation, Engagement and Retention

Increasing Performance and Productivity

Assigning Work and Delegating Duties

Building Productive Work Teams

Leading Todays Teams

Providing Formal and Informal Performance Feedback

Managing Underperformance

Developing, Managing and Monitoring Operational Plans

Solving Problems and Making Decisions

Satisfying the Quality, Innovation and Continuous Improvement Imperatives

Caring for Customers

Planning and Managing Projects

Introducing and Managing Change

Identifying and Managing Risks

Managing for Sustainability

Recruiting and Inducting Employees

Making the Most of Diversity

Encouraging a Learning Environment and Developing Employees

Leading and Attending Meetings

Ensuring a Safe and Healthy Workplace

Managing for Psychological Safety and Well-Being

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