MGMT 314 - Week 7 Quiz 3 | Questions
and Answers | 2026 Updated | 100%
Correct.
1. According to Tuckman's model, a newly formed cross-functional team is
experiencing tension over roles and leadership. Which stage is the team most likely in,
and what intervention best supports progression?
A. Performing; provide autonomy and celebrate wins.
B. Norming; assign a permanent leader immediately.
C. Storming; facilitate role clarification and ground rules.
D. Adjourning; begin disbanding the team.
Answer: C. Storming; facilitate role clarification and ground rules.
Rationale: Tension over roles and leadership is classic Storming behavior. Facilitating role
clarification and establishing ground rules helps the team move toward Norming. The other
stages do not match the described conflict.
2. A manager notices employees are disengaged because they feel their work lacks
meaning and growth. Which motivational redesign is most consistent with Hackman
and Oldham's Job Characteristics Model?
A. Increase extrinsic bonuses tied to attendance.
B. Enhance task significance, skill variety, and feedback.
C. Standardize all tasks to improve efficiency.
D. Reduce autonomy to ensure consistency.
Answer: B. Enhance task significance, skill variety, and feedback.
Rationale: The Job Characteristics Model links meaningfulness, responsibility, and
knowledge of results to core job dimensions like task significance, skill variety, and
feedback. Extrinsic bonuses, standardization, and reduced autonomy do not address the
described motivational deficits.
Page 1 of 50
,3. An organization's espoused values emphasize innovation, but employees are
punished for mistakes and rewarded for following strict procedures. This best
illustrates a gap between:
A. Strong and weak cultures.
B. Espoused values and enacted values.
C. Formal and informal communication.
D. Centralized and decentralized authority.
Answer: B. Espoused values and enacted values.
Rationale: The scenario shows a mismatch between stated (espoused) values and actual
practices (enacted values). This gap often erodes trust and culture. The other options
describe different organizational dimensions.
4. A firm faces a volatile market and needs rapid, iterative adjustments to strategy.
Which change approach is most appropriate according to contemporary change
management?
A. Lewin's frozen-state linear model.
B. Agile, continuous improvement with short feedback cycles.
C. Top-down annual planning with rigid milestones.
D. Avoid change until stability returns.
Answer: B. Agile, continuous improvement with short feedback cycles.
Rationale: In volatile environments, agile and continuous change approaches with short
feedback loops enable responsiveness. Linear or rigid models are less effective under high
uncertainty. Avoidance is not a viable strategy.
Page 2 of 50
,5. A team leader must decide whether to launch a product based on incomplete data.
Which decision-making bias is most likely if the leader relies heavily on the first piece
of information received?
A. Confirmation bias.
B. Anchoring bias.
C. Availability heuristic.
D. Sunk cost fallacy.
Answer: B. Anchoring bias.
Rationale: Anchoring bias occurs when initial information disproportionately influences
subsequent judgments. Confirmation bias involves seeking confirming evidence, availability
involves recalling recent examples, and sunk cost involves continuing due to past
investments.
6. A project manager has legitimate authority but lacks the ability to reward or
punish. Which type of power is the manager primarily relying on?
A. Coercive power.
B. Reward power.
C. Legitimate power.
D. Referent power.
Answer: C. Legitimate power.
Rationale: Legitimate power derives from formal position or authority. Reward and
coercive power involve the ability to give or withhold incentives, while referent power
comes from personal appeal or identification.
Page 3 of 50
, 7. Two departments are in conflict over resource allocation. A manager brings them
together to find a mutually beneficial solution that addresses both parties' underlying
interests. This approach is best described as:
A. Avoiding.
B. Competing.
C. Compromising.
D. Collaborating.
Answer: D. Collaborating.
Rationale: Collaborating seeks a win-win outcome by addressing underlying interests.
Compromising involves mutual concessions, competing is win-lose, and avoiding sidesteps
the issue.
8. A leader who inspires followers through a compelling vision and individualized
consideration is demonstrating which leadership style?
A. Transactional leadership.
B. Transformational leadership.
C. Laissez-faire leadership.
D. Autocratic leadership.
Answer: B. Transformational leadership.
Rationale: Transformational leadership involves idealized influence, inspirational
motivation, intellectual stimulation, and individualized consideration. Transactional
leadership focuses on exchanges, laissez-faire is hands-off, and autocratic is
control-oriented.
Page 4 of 50
and Answers | 2026 Updated | 100%
Correct.
1. According to Tuckman's model, a newly formed cross-functional team is
experiencing tension over roles and leadership. Which stage is the team most likely in,
and what intervention best supports progression?
A. Performing; provide autonomy and celebrate wins.
B. Norming; assign a permanent leader immediately.
C. Storming; facilitate role clarification and ground rules.
D. Adjourning; begin disbanding the team.
Answer: C. Storming; facilitate role clarification and ground rules.
Rationale: Tension over roles and leadership is classic Storming behavior. Facilitating role
clarification and establishing ground rules helps the team move toward Norming. The other
stages do not match the described conflict.
2. A manager notices employees are disengaged because they feel their work lacks
meaning and growth. Which motivational redesign is most consistent with Hackman
and Oldham's Job Characteristics Model?
A. Increase extrinsic bonuses tied to attendance.
B. Enhance task significance, skill variety, and feedback.
C. Standardize all tasks to improve efficiency.
D. Reduce autonomy to ensure consistency.
Answer: B. Enhance task significance, skill variety, and feedback.
Rationale: The Job Characteristics Model links meaningfulness, responsibility, and
knowledge of results to core job dimensions like task significance, skill variety, and
feedback. Extrinsic bonuses, standardization, and reduced autonomy do not address the
described motivational deficits.
Page 1 of 50
,3. An organization's espoused values emphasize innovation, but employees are
punished for mistakes and rewarded for following strict procedures. This best
illustrates a gap between:
A. Strong and weak cultures.
B. Espoused values and enacted values.
C. Formal and informal communication.
D. Centralized and decentralized authority.
Answer: B. Espoused values and enacted values.
Rationale: The scenario shows a mismatch between stated (espoused) values and actual
practices (enacted values). This gap often erodes trust and culture. The other options
describe different organizational dimensions.
4. A firm faces a volatile market and needs rapid, iterative adjustments to strategy.
Which change approach is most appropriate according to contemporary change
management?
A. Lewin's frozen-state linear model.
B. Agile, continuous improvement with short feedback cycles.
C. Top-down annual planning with rigid milestones.
D. Avoid change until stability returns.
Answer: B. Agile, continuous improvement with short feedback cycles.
Rationale: In volatile environments, agile and continuous change approaches with short
feedback loops enable responsiveness. Linear or rigid models are less effective under high
uncertainty. Avoidance is not a viable strategy.
Page 2 of 50
,5. A team leader must decide whether to launch a product based on incomplete data.
Which decision-making bias is most likely if the leader relies heavily on the first piece
of information received?
A. Confirmation bias.
B. Anchoring bias.
C. Availability heuristic.
D. Sunk cost fallacy.
Answer: B. Anchoring bias.
Rationale: Anchoring bias occurs when initial information disproportionately influences
subsequent judgments. Confirmation bias involves seeking confirming evidence, availability
involves recalling recent examples, and sunk cost involves continuing due to past
investments.
6. A project manager has legitimate authority but lacks the ability to reward or
punish. Which type of power is the manager primarily relying on?
A. Coercive power.
B. Reward power.
C. Legitimate power.
D. Referent power.
Answer: C. Legitimate power.
Rationale: Legitimate power derives from formal position or authority. Reward and
coercive power involve the ability to give or withhold incentives, while referent power
comes from personal appeal or identification.
Page 3 of 50
, 7. Two departments are in conflict over resource allocation. A manager brings them
together to find a mutually beneficial solution that addresses both parties' underlying
interests. This approach is best described as:
A. Avoiding.
B. Competing.
C. Compromising.
D. Collaborating.
Answer: D. Collaborating.
Rationale: Collaborating seeks a win-win outcome by addressing underlying interests.
Compromising involves mutual concessions, competing is win-lose, and avoiding sidesteps
the issue.
8. A leader who inspires followers through a compelling vision and individualized
consideration is demonstrating which leadership style?
A. Transactional leadership.
B. Transformational leadership.
C. Laissez-faire leadership.
D. Autocratic leadership.
Answer: B. Transformational leadership.
Rationale: Transformational leadership involves idealized influence, inspirational
motivation, intellectual stimulation, and individualized consideration. Transactional
leadership focuses on exchanges, laissez-faire is hands-off, and autocratic is
control-oriented.
Page 4 of 50
