ORG 304 Week 6 Quiz

  ORG 304 Week 6 Quiz | Wilmington University

Week 6 Quiz

Question 1

Leadership in the workplace is mostly concerned with    

·         controlling and giving orders.  

·         influencing and persuading others.  

·         taking care of business transactions.  

·         disciplining group members.

Question 2

You know that you are an emergent leader when you  

·         influence teammates even though you do not have a leadership title.  

·         are chosen to participate in the company management training program.  

·         are just getting started in your leadership career.

·         have not yet told the company about your plans to become a leader.

Question 3

The emotionally intelligent leader recognizes that    

·         emotions have no legitimate role in the workplace.

·         emotions are for losers, facts are for winners.  

·         emotions such as optimism and pessimism are contagious.  

·         he or she is better off staying home on a bad day.

Question 4

The motivational principle of WIIFM means that people are motivated by  

·         concern for the welfare of others.

·         self-interest.

·         a need to avoid pain.  

·         a spirit of excitement and adventure.

Question 5

Oscar has a strong need for equity, so he is likely to be encouraged if he thinks

·         coworkers whom he likes are paid better than he is.

·         his rewards in general are lower than those of coworkers.  

·         the future will be brighter for him.  

·         the rewards he receives are comparable to those received by coworkers.

Question 6

You can tell that Ralph has good social intelligence because he  

·         tells great jokes during business meetings.

·         believes that a friendly atmosphere lowers productivity.

·         gives constructive criticism instead of angry attacks. 

·         gives angry attacks toward lazy coworkers.

Question 7

Baxter has good political skills, so in terms of working with his manager, he is likely to    

·         volunteer to develop a leader-member exchange.

·         avoid developing a leader-member exchange. 

·         develop a low quality leader-member exchange.

·         develop a high quality leader-member exchange.

Question 8

A study showed that impression management was most likely to be effective when the person managing his or her impression

·         had good political skill.

·         had poor political skill.

·         was highly introverted. 

·         was emotionally unstable.

Question 9

A useful principle to keep in mind in terms of cross-cultural etiquette is to  

·         give loads of smiles and hugs, and all will be fine.  

·         be careful not to violate the customs of another culture.

·         recognize that the rules for being polite are the same in most cultures. 

·         usually follow the etiquette rules of your own culture.

Question 10

For flattery to work effectively, it is important to

·         use it sparingly. 

·         combine it with a sprinkling of criticism.  

·         include an element of credibility.    

·         tell the other person you will be using flattery.

Question 11

Admitting your mistakes is a useful political tactic because    

·         admitting mistakes is a frequent corporate policy.

·         workers are expected to make their fair share of mistakes.

·         perfect people are not considered to be eligible for promotion.

·         it shows you are honest enough to take responsibility for a negative event.

Question 12

A recommended method of expressing constructive disagreement is to

·         send an anonymous letter to your boss explaining your position. 

·         use carefully worded, inoffensive statements.  

·         express the disagreement during a staff meeting.

·         joke about your boss's limited understanding of the problem.

Question 13

A key characteristic of positive gossip for relationship building is that it    

·         does not identify the people involved in the gossip scenario.

·         does not involve company personnel.

·         focuses on the social life of key personnel.

·         does not attack others.

Question 14

This question has been regraded.

·         The most important reason that dissatisfied customers are so significant is that they

·         usually ask for a refund.

·         tend to not become a repeat customer.

·         tell many other people about their dissatisfaction.   

·         fill consumer satisfaction surveys with exaggerated, negative comments.

Question 15

In terms of dealing with a customer problem, a worker with tendencies toward service-oriented organizational citizenship behavior, is likely to  

·         In terms of dealing with a customer problem, a worker with tendencies toward service-oriented organizational citizenship behavior, is likely to

·         carefully follow company procedures in resolving the problem.

·         ask a coworker to take responsibility for the problem.

·         convince the customer that the problem is not serious.

Question 16

This question has been regraded.

·         The way to add value for customers is to  

·         reduce the price of goods. 

·         provide training for using the product or service.

·         offer a discount for future purchases.

·         satisfy their needs.

Question 17

Empowerment often improves customer service because  

·         customer service workers have the authority to refer problems to higher management.

·         managers have more time to work with customers.

·         employees have the authority to resolve customer problems.

·         more employees work in customer service positions.

Question 18  

A study about employee smiling conducted with college students found that when the employee smiles, customers are likely to perceive that the 

·         employee was trying to compensate for poor service.  

·         service was of low quality.

·         service was of high quality. 

·         price was much lower than reality.

Question 19

In terms of dealing with customer problems, a study in a medical billing operation found that the most effective technique was to   

·         focus more on the problem than the customer's emotion.  

·         focus more on the customer's emotion than the problem.  

·         immediately offer a refund rather than attempting to deal with an unhappy customer.

·         ask the customer for sympathy and compassion.

Question 20

Lauren, a customer service technician at the Jaguar dealer, listens to a customer rant about hearing wind vibrations in his Jaguar when he drives over 100 miles per hour on the highway. Lauren can show emotional leadership by,

·         informing the customer that he behaves like a lunatic on the highway.  

·         ranting even louder about the customer being a danger to society.  

·         laughing at the customer and ask him to imitate the sound of the wind vibration.

·         remaining calm until the customer quiets down, and then begin to look at the problem.