Self Confidence Charisma Communication Emotional Intelligence
Transcript of Self Confidence Charisma Communication Emotional Intelligence
Question 1 of 50
Self Confidence
Charisma
Communication
Emotional Intelligence
Question 2 of 50
The Nigerian work culture is largely individualistic
The Nigerian work culture is largely collectivist
The Nigerian work culture is partly individualistic, partly collectivist
The Nigerian work culture is neither individualistic or collectivist
Question 3 of 50
foster organisational life and practices
validate organisational theories and principles
understand the human aspect of work
foster organisational productivity and effectiveness
Question 4 of 50
Labi’s action is legal and but lacks justification
Labi has the backing of the law and the right to protect her family from intrusion.
Labi’s action was legal and in congruence with societal norms
Labi has the backing of the law but societal norms are of greater consequences
Question 5 of 50
Sussana and she has a right to her privacy
the company but Sussana should have been consulted
the company and it can be accessed any time without notice
Sussana but can be accessed with or without her consent.
Question 6 of 50
co-optation method
coercion method
facilitation and support method
participation method
Question 7 of 50
The M.D displayed implicit resistance to the upward review of work targets
The M.D had overt resistance to the upward review of work targets
The M.D had deferred resistance to the upward review of work targets
The M.D had psychological resistance to the upward review of work targets
Question 8 of 50
Job training
Apprenticeship training
Vestibule training
Operative training
Question 9 of 50
Dismiss and prosecute Mr. Fajula based on laid down policies
Ask Mr. Fajula to resign and quietly vacate the premises
Cover up the story to protect family reputation
Dismiss Mr. Fajula without prosecution
Question 10 of 50
self-efficacy
capabilities
personality
interest
Question 11 of 50
Educate employees on the importance of regular medical check up
Incorporate periodic health check into organisational policies and staff hand book
Make the payment of salaries contingent on the presentation of health certificate
Healthcare is a private affair and should not be part of HR concerns
Question 12 of 50
Individualism vs collectivism
Power distance
Masculinity vs femininity
Uncertainty avoidance
Question 13 of 50
Matrix structure
Combined structures
Divisional structure
Functional structure
Question 14 of 50
calm water simile
white water rapids simile
rapid water simile
blue water simile
Question 15 of 50
The committee is at the forming stage
The committee is at the storming stage
The committee is at the norming stage
The committee is at the performing stage
Question 16 of 50
Managing workplace diversity requires compromise and tolerance.
Workplace diversity is linked to organisational competitiveness.
Managing workplace diversity requires open-mindedness and control.
Workplace diversity can be the root cause of employee dissatisfaction.
Question 17 of 50
secrets of large and successful organisations
best ways to achieve maximum productivity
analogy of organisations as a biological entity
effect of work environment on productivity
Question 18 of 50
performance >> rewards >> job satisfaction
job satisfaction >> rewards >> performance
rewards >> job satisfaction >> performance
job satisfaction >> performance >> rewards
Question 19 of 50
The sales team experienced group think
The sales team experienced risky shift
The sales team experienced group polarization
The sales team experienced cautious shift
Question 20 of 50
Altruistic, submissive, seeking security
submissive, honest and kind
Altruistic, cooperative and seeking security
Kind, honest and cooperative
Question 21 of 50
Matrix structure
Combined structures
Divisional structure
Functional structure
Question 22 of 50
role incompatibility
role ambiguity
role incongruence
role overload
Question 23 of 50
Vestibule training
Craft training
Job training
Operative training
Question 24 of 50
low consensus, low distinctiveness, low consistency
high consensus, high distinctiveness, high consistency
low consensus, high distinctiveness, high consistency
high consensus, low distinctiveness, high consistency
Question 25 of 50
Plan, organize and coordinate all organisational resources
Create and implement business strategies
Generate resources for strategy implementation
Motivate and inspire employees
Question 26 of 50
Have a face to face interaction with him
Send him an email
Send a circular to that effect
Have a telephone conversation with him
Question 27 of 50
driver should be forced to pay the full fine and continue with the job
employer should pay part of the fine and dismiss the driver
driver should be dismissed whether or not he pays the fine
employer should pay the full fine and retain the driver
Question 28 of 50
Jubril is a victim of groupthink
Jubril is a victim of risky shift
Jubril is a victim of group polarization
Jubril is a victim of cautious shift
Question 29 of 50
Total quality management is a management practice primarily concerned with employee involvement, high quality products and customer satisfaction.
Total quality management is a management practice primarily concerned with employee involvement, high quality products and improved work processes.
Total quality management is a management practice primarily focused on organisation-wide involvement, high quality products and employee satisfaction.
Total quality management is a management practice primarily concerned with employee involvement, resource allocation and stakeholders’satisfaction.
Question 30 of 50
Gamesman
Company man
Craftsman
Jungle fighter
Question 31 of 50
Job training
Apprenticeship training
Vestibule training
Operative training
Question 32 of 50
Rasauer (2013)
Ravasi & Schultz (2006)
Robbins & Judge (2009)
Needle (2008)
Question 33 of 50
Contingent pay, personal growth, operational autonomy and task achievement
Task achievement, contingent pay, personal growth and operational autonomy
Operational autonomy, task achievement, contingent pay and personal growth
Personal growth, task achievement, operational autonomy and contingent pay
Question 34 of 50
She is a moralist
She is a Philanthropist
She is an effective manager
She is a leader indeed
Question 35 of 50
Matrix structure
Combined structures
Divisional structure
Functional structure
Question 36 of 50
She changed her perception of action
She purposed in her heart to change the action
She experienced a change of beliefs and values
She decided to change both her beliefs and the action
Question 37 of 50
Educate these individuals on the importance of the policies to the image of the organisation
Consult with the individuals on the practicability and actual implementation of the policies
Negotiate with the individuals and get them to support the policies
Threaten to dismiss employees that fail to comply with the policies
Question 38 of 50
Daniel Denison's (1990) model
Gerry Johnson’s (1988) model
O'reilly, Chatman, and Caldwell’s (1991) model
Charles Handy’s (1976) model
Question 39 of 50
design
structure
systems
culture
Question 40 of 50
Management is a core aspect of organisational leadership
Leadership is a management tool for organisational effectiveness
Management and leadership are often used interchangeably in organisational parlance
Leadership and management are distinct and mutually exclusive organisational tools
Question 41 of 50
Fiedler
Vroom
Blanchard
Bass
Question 42 of 50
Clem should recognize that there is one best way of leadership for different followers group which must be identified and employed.
Since leadership style is closely linked to personality characteristics, the management should fire Clem
Clem needs to master more than one leadership style and switch to an appropriate one as the occasion demands
Change is never a welcomed development anywhere, Clem should persevere until the workers adjust to the new development
Question 43 of 50
Democratic
Autocratic
Laissez-faire
Transactional
Question 44 of 50
Developmental change
Transitional change
Transformational change
Social change
Question 45 of 50
interest group
counteracting group
membership group
referent group
Question 46 of 50
Transformational leadership is proactive and forms new expectations in followers
Transformational leadership is responsive and its basic orientation is dealing with present issues
Transformational leadership takes cognizance of the link between the effort and reward
Transformational leadership is responsive and its basic orientation is dealing with present issues
Question 47 of 50
Nwafor should have a conversation with his staff.
Nwafor should learn to tolerate religious differences.
Nwafor should highlight organizational policies on the issue.
Nwafor should firmly assert his position on the issue.
Question 48 of 50
Weak/Functional Matrix
Balanced/Functional Matrix
Weak/ Project Matrix
Strong/Project Matrix
Question 49 of 50
coercion method
negotiation method
manipulation method
participation method
Question 50 of 50
self-serving bias
fundamental attribution error
halo effect
actor-observer effect