Quiz 1 of International Leadership and Organizational Behavior

1.

Question 1

What must you do to become a great leader?

1 / 1 point

 Not follow a standard formula for leadership

 Be extroverted

 Be charismatic

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2.

Question 2

Leaders…

1 point

 have to always act rationally.

 should dictate tasks.

 need to consider the needs and expectations of their followers.

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5.

Question 5

Why is it not a good idea for leaders to imitate the behavior and styles of other leaders?

1 point

 Leaders do not like seeing their style copied by others.

 Leaders should not waste time to think about leadership style.

 Practices that are effective in one situation may be counterproductive in another.

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6.

Question 6

Being an international leader…

1 point

 entails facing many challenges such as trust barriers, miscommunication, misinterpretation, etc.

 is easy, as long as you are good at learning foreign languages.

 provides very few opportunities for professional development that are not also available in a national career context.

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7.

Question 7

A key opportunity for an international leader is…

1 point

 to systematically replicate the leadership practices he or she has developed within his or her own culture.

 to develop new professional relationships.

 to export his or her own culture abroad.

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9.

Question 9

Why can international leaders often act as catalysts for change?

1 point

 They can provide a fresh perspective, and facilitate understanding of global issues and interdependences in organizations.

 They are usually more talented than local leaders.

 They benefit from higher initial level of trust from followers.

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10.

Question 10

Why are normative models of leadership problematic, especially those that propose one right way of leadership?

1 point

 The completely lack empirical support for their claims.

 Followers usually find them unacceptable.

 They discourage leaders from cultivating a portfolio of capabilities that would allow them to be adaptive to unexpected events and different situational demands.

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2.

Question 2

Leaders…

1 / 1 point

 need to make their followers happy.

 should aim to be the best version of themselves.

 focus on and develop one special competence.

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3.

Question 3

A leader’s followers…

1 / 1 point

 in most cases prefer the leader to make all the important decisions for them.

 are interdependent with the leader.

 should be treated as replaceable.

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4.

Question 4

The organizational behavior perspective…

1 / 1 point

 draws on a number of academic disciplines such as sociology and social psychology.

 is based more on anecdotes than on empirical scientific evidence.

 is exclusively concerned with observable behavior and avoids theorizing unobservable emotional or cognitive processes.

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5.

Question 5

Why is it not a good idea for leaders to imitate the behavior and styles of other leaders?

1 / 1 point

 It is often very difficult to successfully imitate someone else given possible differences in skills and personalities.

 It is bad for a leader’s ego to rely on others’ styles.

 Followers usually expect a novel and distinctive style from their leaders.

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6.

Question 6

Being an international leader…

1 / 1 point

 is the same as being a leader within one’s home country.

 frequently takes people out of their “comfort” zone.

 provides very few opportunities for professional development that are not also available in a national career context.

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7.

Question 7

A key opportunity for an international leader is…

1 / 1 point

 to broaden his or her perspectives abroad.

 to be able to exploit the automatic status, authority, and credibility benefits of being a boundary-spanner.

 to systematically replicate the leadership practices he or she has developed within his or her own culture.

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8.

Question 8

For a relatively inexperienced international leader it is best…

1 / 1 point

 to continuously challenge his or her followers.

 to spend time and energy on understanding the local context.

 to find fixed ways to proceed within a specific culture.

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10.

Question 10

How do leaders depend on their followers?

1 / 1 point

 They have to be certain that their followers don’t question their authority in any way.

 They rely on followers’ feedback to assess and improve their own leadership effectiveness.

 Their motivation chiefly depends on his/her followers level of motivation.

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1.

Question 1

What must you do to become a great leader?

1 point

 Have the right genes

 Develop your own, personal leadership style.

 Be assertive

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2.

Question 2

Leaders…

1 point

 have to always act rationally.

 need followers.

 focus on and develop one special competence.

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3.

Question 3

A leader’s followers…

1 point

 should be treated as replaceable.

 are absolutely necessary to achieve the common goal.

 are independent.

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5.

Question 5

Why is the macro approach to International Organizational Behavior research problematic?

1 point

 Different macro studies are almost impossible to compare.

 Because of the “ecological fallacy”, we tend to generalize too much from average characteristics of a culture to individual members of that culture.

 It unfavorably compares other nations and cultures to an Anglo-Saxon ideal.

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6.

Question 6

Being an international leader…

1 point

 is the same as being a leader within one’s home country.

 is easy, as long as you are good at learning foreign languages.

 entails unique opportunities for personal and professional growth.

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8.

Question 8

What do famous leaders generally have in common?

1 point

 They have very high intelligence quotients (IQs).

 They have remarkable, sometimes unique talents which they have learned to utilize effectively.

 They have studied at elite educational institutions.

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9.

Question 9

What is an important challenge leaders commonly face?

1 point

 Creating alignment among followers

 Avoiding mistakes at all cost

 Suppressing disagreement and criticism from followers

 

Quiz 2 of International Leadership and Organizational Behavior

 

1.

Question 1

The cultural environment in which we are embedded equips us with cultural scripts. These scripts…

1 point

 are consciously deliberated before they are used.

 are often used mindlessly (i.e. without giving conscious thought to the script and its appropriateness).

 are learned exclusively through formal education.

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2.

Question 2

Culture…

1 point

 never changes.

 is part of our hardware (i.e. biological differences that exists between social groups).

 is regarded by some scholars as the values and practices that are so deeply internalized in our minds that we find it difficult to image other ways of thinking and behaving.

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3.

Question 3

Where does culture come from?

1 point

 Culture may result from the interaction of social groups, social movements, revolutions, etc.

 Culture is inherited through genes.

 Culture comes exclusively from key individuals from the political and economic elite.

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4.

Question 4

What influences does culture have on individuals?

1 point

 It influences how individuals make causal attributions.

 It allows individuals to overcome biological cognitive limitations.

 It helps increase an individuals IQ (intelligence quotient).

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7.

Question 7

Emic and etic approaches to culture research are fundamentally different. Which of the following statements accurately describes those differences?

1 point

 Emic and etic approaches have been used by scholars in different points in time; today researchers focus have practically abandoned the etic approach, and focus on emic research.

 The differences are about the underlying research methodology used by academics to understand and conceptualize cultures.

 The difference is mostly about the relative practical usefulness of these approaches to managers: Etic research is more useful than emic research.

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10.

Question 10

Transnational leaders should…

1 point

 Focus on understanding the organization’s culture, not the national cultures of the geographies in which the organization operates in.

 Focus on hiring employees with the same culture.

 Encourage mutual cultural understanding and adaptation.

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1.

Question 1

The cultural environment in which we are embedded equips us with cultural scripts. These scripts…

1 point

 are consciously deliberated before they are used.

 constitute habitual ways of thinking, doing, and interacting.

 are hard-wired into our brains and cannot be unlearned.

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3.

Question 3

Where does culture come from?

1 point

 Culture is the result of combination of inputs from different social spheres.

 Culture is inherited through genes.

 Culture is something we each individually make up in our heads.

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4.

Question 4

What influences does culture have on individuals?

1 point

 It influences how individuals interpret their own and others’ emotions.

 It helps increase an individuals IQ (intelligence quotient).

 It allows individuals to break free from social conventions.

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5.

Question 5

Which of the following statements made by academia about culture(s) is true?

1 point

 Scholars generally believe that the influence of culture on cognition and behavior is negligible.

 Cultures can be categorized and classified based on strongly held values within a culture.

 Culture is a monolithic concept. It cannot be decomposed further.

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6.

Question 6

Which of the following statements about models that categorize cultures along different dimensions is true?

1 point

 Most of the dimensions used in different frameworks relate to communication behaviors.

 Scholars have suggested many alternative sets of dimensions to distinguish cultures.

 The original model suggested by Hofstede measured 4 dimensions of culture: power avoidance, cognitive distance, liberalism, and emotionality.

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9.

Question 9

When you work for a multinational company in a foreign country…

1 point

 you will be foreigner at work, and as a result you will face the exact same challenges and hurdles – independent of the particular country in which you are working.

 you need to ensure that you alter your leadership style to fully conform with local cultural norms.

 it is especially important to express clearly who you are as a leader, what you value, and what your contributions and your expectations are.

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10.

Question 10

Which of the following statements about cultural intelligence (CQ) is true?

1 point

 Is a subset of emotional intelligence (EQ).

 CQ is especially important for a leader’s effectiveness in multi-cultural settings, because emotional intelligence (EQ) can be ethnocentric.

 Researchers of culture generally considered CQ to be largely biologically determined.

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3.

Question 3

It is useful to think of your cultural environment being made up of a multitude of different cultures rather than just a singular, monolithic culture because…

1 / 1 point

 you need to be careful not to mix different cultures.

 different cultures interact with each other and influence each other.

 a single culture by itself is always inferior.

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7.

Question 7

Emic and etic approaches to culture research are fundamentally different. Which of the following statements accurately describes those differences?

1 / 1 point

 Emic and etic approaches have been used by scholars in different points in time; today researchers focus have practically abandoned the etic approach, and focus on emic research.

 The differences are only important to academics; for practicing managers and leaders the differences are inconsequential.

 Etic research takes an outsider perspective on culture, and seeks generalizable rules and distinctions to understand cultural groups.

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9.

Question 9

When you work for a multinational company in a foreign country…

1 / 1 point

 you will be foreigner at work, and as a result you will face the exact same challenges and hurdles – independent of the particular country in which you are working.

 it is important to understand both the national culture of the country in which you are physically based and the organizational culture of the multinational company.

 it is much more important to focus on the global organizational culture rather than the local peculiarities, especially if you are a junior leader.

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2.

Question 2

Culture…

1 point

 is part of our “hardware” (i.e. biological differences that exists between social groups).

 is something that only highly developed social groups and societies have.

 can be described as the “software of the mind”.

 

Quiz 3 of International Leadership and Organizational Behavior

 

1.

Question 1

Ritualistic communicative acts such as greetings…

1 point

 require outsiders of that group to have an understanding of social conventions and cultural context to respond appropriately.

 Should be avoided, if possible, by leaders who are unfamiliar with them.

 Occur more frequently in “low context” cultures.

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4.

Question 4

The semantic barrier (also called the meaning barrier)…

1 point

 represents a difference in the meaning that is attached to words or phrases

 exists only among different cultures

 can be easily eliminated by the use of english as a common language.

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6.

Question 6

Uncertainty in decision making…

1 point

 is usually the result of an overabundance of information.

 makes it difficult to predict the outcomes of the decision you are about to make.

 generally cannot be reduced.

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7.

Question 7

Diversity of a group’s members…

1 point

 can improve decision quality only if diversity is managed appropriately.

 leads to worse decision quality in the end.

 automatically leads to better decision quality.

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8.

Question 8

High context communication…

1 point

 implies that a message is communicated directly without intermediation

 can often be more difficult to decode for a receiver who is foreign to sender’s cultural context than low context communication.

 is more precise and clear than low context communication.

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10.

Question 10

Practically all communicative acts have the following 4 dimensions:

1 point

 relationship-statement, self-disclosure, appeal, facts.

 lies, misunderstandings, opinions, facts

 emotions, facts, conflict, compromises

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1.

Question 1

Ritualistic communicative acts such as greetings…

1 point

 Have to be translated carefully for the literal meaning to be understood.

 When responded to incorrectly can lead to tensions and misunderstandings.

 Occur more frequently in “low context” cultures.

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3.

Question 3

The risk of decoding a message incorrectly is particularly high if…

1 point

 sender and receiver address language barriers and semantic barriers

 sender and receiver engage in a dialog to jointly build shared meaning.

 sender and receiver have a dramatically different field of experience.

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4.

Question 4

The semantic barrier (also called the meaning barrier)…

1 point

 exists only among different cultures

 is easier to detect than the language barrier.

 is more difficult to detect than the language barrier.

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5.

Question 5

There are two main barriers in intercultural communication:

1 point

 ideological barrier and gender barrier

 language barrier and hearing barrier.

 language barrier and semantic barrier.

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6.

Question 6

Uncertainty in decision making…

1 point

 describes a lack of information.

 is usually the result of an overabundance of information.

 can be reduced with a multicultural team with different backgrounds and perspectives on problems (“It takes uncertainty to reduce uncertainty”).

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8.

Question 8

High context communication…

1 point

 implies that a message is communicated directly without intermediation.

 requires written communication

 implies that the meaning of communication is derived from contextual factors.

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9.

Question 9

Low context communication…

1 point

 is more difficult to accomplish in writing.

 May be regarded as rude from a “high context” perspective.

 is more generally effective.

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2.

Question 2

Choose all that apply:

In communication, encoding…

1 point

 always occurs when a speaker tries to articulate in words (or in nonverbal utterances) what he or she is intending to communicate.

 is only required when a mediating technological channel (e.g. telephone, email, etc.) is used for communication.

 should be done if the sender or receiver are concerned that their exchange is being spied on by others.

 is particularly difficult in intercultural setting when the sender and/or receiver are not fluent in the language they use.

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3.

Question 3

The risk of decoding a message incorrectly is particularly high if…

1 point

 the communication channel is introducing a lot of noise.

 sender and receiver engage in a dialog to jointly build shared meaning.

 sender and receiver share a common field of experience.

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5.

Question 5

In order to overcome communication barriers in intercultural communication…

1 point

 a clear unidirectional mode of communication (“telling”) should be employed.

 the sender and receiver should use body language, because that is always more easily and unambiguously understood.

 reducing noise in the communication channel is important

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10.

Question 10

Practically all communicative acts have the following 4 dimensions:

1 point

 lies, misunderstandings, opinions, facts

 self-disclosure, self-aggrandizement, appeal, doubts

 self-disclosure, facts, relationship-statement, appeal.

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9.

Question 9

Low context communication…

1 point

 is more generally effective

 is communication that carries relatively less important information for leaders.

 implies that the meaning is upfront and direct.

 

 

Quiz 4 of International Leadership and Organizational Behavior

1.

Question 1

What do researchers mean by extrinsic motivations?

(Choose all that apply)

1 point

 Motivations that are rooted in an individual’s values.

 Motivations that are fueled by prizes and other non-financial rewards.

 Motivations that rely on financial incentives.

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2.

Question 2

What is one difference between content and process theories?

1 point

 Content theories focus on universal needs, while process theories focus on organizational best practices on how to motivate employees.

 Content theories seek to identify specific factors that motivate or discourage people, while process theories study how people assess

specific situations to determine whether or not they should exert effort.

 Content theories study material and financial drivers of motivation, while process theories focus on non-material or informal practices for boosting motivation.

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3.

Question 3

Why has Maslow’s Hierarchy of Needs been criticized?

1 point

 The Hierarchy of Needs may change according to situational pressures.

 It does not explain which motivational drivers are most important.

 It cannot be applied to a professional and/or business context.

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4.

Question 4

Which of the following statements correctly describes Herzberg’s Two Factor Theory?

1 point

 Herzberg’s theory identified so-called “hygiene factors” for motivation. If managers do not fulfill them, they can be the cause of frustration. However, if hygiene factors are “over-fulfilled”, they do not lead to additional motivation.

 Herzberg’s theory describes the multiplicative effect of combining implicit and explicit motivation.

 Herzberg’s motivators primarily focus on the power of variable incentives and bonus schemes.

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5.

Question 5

How can teams affect individual motivation?

1 point

 Teams can positively impact individual motivation through social facilitation.

 Teams are generally more efficient than individuals working by themselves, and thus give individuals a greater sense of self-efficacy. This results in higher individual motivation.

 Teams are an ideal vehicle for allowing individuals to meet their self-actualization goals, and thus boost individual motivation.

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7.

Question 7

According to McClelland’s Learned Needs Theory…

1 point

 Three basic categories of learned needs exist: achievement, affiliation, and power.

 Professional communities do not have a strong influence on the development of needs’ priorities.

 Only negative experiences get translated into needs.

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3.

Question 3

Which of the following statements correctly describes McGregor’s Theory X and Theory Y?

1 point

 Theory X is based on the belief that workers need direct supervision and need to be controlled to ensure their motivation. Theory Y, in contrast, is based on the belief that workers are motivated if they are given freedom and autonomy.

 McGregor’s theories describe how motivation theories in academic research have changed over time.

 McGregor’s theories suggest that what motivates workers is determined by their genetic makeup.

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4.

Question 4

Which of the following statements correctly describes Herzberg’s Two Factor Theory?

1 point

 Motivators are intrinsic to the job itself (e.g. meaningful work, sense of ownership, etc.)

 Herzberg’s motivators primarily on the power of variable incentives and bonus schemes.

 Hygiene factors are the same as Maslow’s physiological needs.

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5.

Question 5

How can teams affect individual motivation?

1 point

 Teams can give individuals a sense of belonging and loyalty.

 Being part of a team generally reduces an individual’s motivation.

 Teams are generally more efficient than individuals working by themselves, and thus give individuals a greater sense of self-efficacy. This results in higher individual motivation.

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6.

Question 6

How does culture influence individual motivation?

1 point

 Cultural values can be a strong extrinsic motivation.

 Different national cultural values and norms result in countries’ populations having different average levels of motivation.

 The values of a culture can inform a person’s learned needs (e.g. more emphasis on affiliation vs. achievement).

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8.

Question 8

When a leaders’ motivation tactics are at odds with followers’ cultural context…

1 point

 They can lead to tensions and conflicts between the leader the followers.

 They demonstrate the leader’s innovativeness and thus improve his/her relationship with followers.

 They often lead to a change of cultural values and norms.

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10.

Question 10

Which statement about rewards is true?

1 point

 Rewards can have a significant positive effect on motivation if they are managed well.

 People are only motivated when they receive more rewards than their peers.

 There are globally accepted norms of “fair” distribution of rewards.

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3.

Question 3

Which of the following statements correctly describes McGregor’s Theory X and Theory Y?

1 point

 McGregor’s theories describe the relationships between male and female workers.

 Theory X and Theory Y describe implicit theories managers use when they think about how to manage and motivate workers.

 McGregor’s Theory X and Theory Y distinguish between financial and social needs that drive motivation.

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9.

Question 9

Which statement about valence in Vroom’s Expectancy Theory is true?

(Select all that apply)

1 point

 In their own minds, when people assess the valence of a particular outcome, they basically ask themselves: “Can I do it?”

 Particular outcomes can have multiple valences. If your negative valences are as strong as, or stronger than your positive valences, your motivation is zero.

 Negative valence means someone else will be worse off by reaching a specific outcome.

 Valence is how you feel towards certain outcomes.

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1.

Question 1

What do researchers mean by extrinsic motivations? (Choose all that apply)

1 point

 Motivations that are based on personal interests.

 Motivations that are based on enjoyment on a task or activity.

 Motivations that are fueled by prizes and other non-financial rewards.

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7.

Question 7

According to McClelland’s Learned Needs Theory…

1 point

 Needs are not intrinsic desires determined at birth.

 Three basic categories of learned needs exist: ambition, competitiveness, and altruism.

 Only negative experiences get translated into needs.

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8.

Question 8

When a leaders’ motivation tactics are at odds with followers’ cultural context…

1 point

 They demonstrate the leader’s innovativeness and thus improve his/her relationship with followers.

 The tactics are more easily recognized and thus more effective.

 They are often less effective.

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2.

Question 2

What are the key propositions of Maslow’s Theory of Motivation?

1 point

 Needs are ordered according to idiosyncratic individual preferences and situational factors.

 Human beings generally have 5 categories of needs: physiological, safety, affiliation, achievement, and self-actualization needs.

 Individuals’ level of motivation can be measured on a simple 5 level scale.

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9.

Question 9

Which statement about valence in Vroom’s Expectancy Theory is true?

1 point

 In their own minds, when people assess the valence of a particular outcome, they basically ask themselves: “What does it buy me?”

 A 1st degree outcome with positive valence cannot have a negative instrumentality for a 2nd degree outcome.

 Negative valence means someone else will be worse off by reaching a specific outcome.

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10.

Question 10

Which statement about Vroom’s Expectancy Theory is true?

(Select all that apply)

1 point

 Perceived abilities, and situational constraints do not have an impact on expectancy.

 Expectancy refers to how likely you think it is that you will achieve a particular outcome.

 If expectancy is zero, motivation can still be positive if the valence of that outcomes is very strong.

 If expectancy is zero, motivation is also zero even if the valence of that outcomes is very strong.

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1.

Question 1

What do researchers mean by intrinsic motivations?

(Choose all that apply)

1 point

 Motivations that rely on financial incentives.

 Motivations that are rooted in an individual’s values.

 

 Motivations that are fueled by prizes and other non-financial rewards.

 

 Motivations that are based on personal interests.

 

 Motivations that are based on enjoyment of a task or activity.

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5.

Question 5

How can teams affect individual motivation?

1 point

 People are generally more motivated when working in a team than when working alone. Hence, building work teams is a reliable mechanism to boost individual motivation.

 Teams allow for the division of labor based on individual competences.

 Being part of a team generally reduces an individual’s motivation.

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8.

Question 8

Which statement about process theories is true?

 1 point

 Designing SMART goals is the only way to avoid discrepancies between a company’s goals and individual motives.

 Leaders can influence their followers’ prioritization of motives to the point that they can trump cultural motives.

 In most cases, cultural motive priorities trump individual motive priorities.

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9.

Question 9

Which statement about valence in Vroom’s Expectancy Theory is true?

1 point

 In their own minds, when people assess the valence of a particular outcome, they basically ask themselves: “Can I do it?”

 Positive valence means you would prefer having a certain outcome over not having it.

 Negative valence means someone else will be worse off by reaching a specific outcome.