BU288 Final Exam Questions with
Verified Solutions23
Psychological Reactions to Stress - ANSWERS -Involve emotions and thought processes rather
than actual behaviours. Reactions revealed in the individuals speech and actions. Use of
defence mechanisms such as rationalization, projection, displacement...etc.
Physiological Reactions to Stress - ANSWERS -Have impact on the cardiovascular system and
increase the risk of heart attacks.
4 Organizational Strategies for Managing Stress (JFSW) - ANSWERS -1) Job Redesign
2) "Family Friendly" HR Policies
3) Stress-Management Programs
4) Work-Life Balance, Fitness, and Wellness programs
Organizational Culture - ANSWERS -The shared beliefs, value, and assumptions that exist in an
organization that determine the norms and patterns of behaviour. Tends to be stable over time.
Sub-Cultures - ANSWERS -Smaller cultures that develop within a larger organizational culture
that is based on differences in training, occupation, or departmental goals.
Strong Culture - ANSWERS -Organizations with intense and pervasive beliefs, values, and
assumptions that are strongly supported by the majority of members. Provides great consensus
among employees.
Weak Culture - ANSWERS -Organizations whose beliefs, values, and assumptions are less
strongly ingrained or shared among employees.
,3 Assets of Strong Culture (CCF) - ANSWERS -1) Coordination
2) Conflict Resolution
3) Financial Success
3 Liabilities of Strong Culture (RCP) - ANSWERS -1) Resistance to Change
2) Culture Clash
3) Pathology
Founder's Role in Organizational Culture - ANSWERS -Founder has a strong imprint on company
culture that is kept alive by future generations and provides continuous reinforcement of the
firm's core values.
Socialization and Organizational Culture - ANSWERS -Socialization is the primary means by
which individuals can learn the culture's beliefs, values and assumptions.
7 Steps of Socialization (SDTREOR) - ANSWERS -1) Selecting Employees
2) Debasement and Hazing
3) Training
4) Reward and Promotion
5) Expose to Core Culture
6) Organizational Folklore
7) Role Models
3 Elements of Culture (SRS) - ANSWERS -1) Symbols
2) Rituals
3) Stories
, Leadership - ANSWERS -The influence that particular individuals exert on the goal achievement
of others in an organizational context.
Strategic Leadership - ANSWERS -Leadership that involves the ability to anticipate, envision,
maintain flexibility, think strategically, and work with others to initiate changes that will create a
viable future for the organization.
Consideration - ANSWERS -The extent to which a leader is approachable and shoes personal
concern and respect for employees. Strongly linked to follower satisfaction, leader satisfaction,
motivation, and effectiveness.
Initiating Structure - ANSWERS -The degree to which a leader concentrates on group goal
attainment. Strongly related to leader and group performance.
Leader Reward Behaviour - ANSWERS -The leader's use of compliments, tangible benefits, and
deserved special treatment. Use of rewards gives employees a clear idea of what is expected of
them.
Leader Punishment Behaviour - ANSWERS -The leader's use of reprimands, unfavourable task
assignment, and the active withholding of rewards. Random or unprovoked punishment will
result in negative reactions and dissatisfaction.
Fiedler's Contingency Theory - ANSWERS -The association between leadership orientation and
group effectiveness is contingent on how favourable the situation is for exerting influence.
Situation Favourableness (LTP) - ANSWERS -The "contingency" part of Feidler's Theory. Factors
that lead to situational favourableness:
1) Leader-member relations (better relations = greater influence)
2) Task structure (more structure = greater influence)
Verified Solutions23
Psychological Reactions to Stress - ANSWERS -Involve emotions and thought processes rather
than actual behaviours. Reactions revealed in the individuals speech and actions. Use of
defence mechanisms such as rationalization, projection, displacement...etc.
Physiological Reactions to Stress - ANSWERS -Have impact on the cardiovascular system and
increase the risk of heart attacks.
4 Organizational Strategies for Managing Stress (JFSW) - ANSWERS -1) Job Redesign
2) "Family Friendly" HR Policies
3) Stress-Management Programs
4) Work-Life Balance, Fitness, and Wellness programs
Organizational Culture - ANSWERS -The shared beliefs, value, and assumptions that exist in an
organization that determine the norms and patterns of behaviour. Tends to be stable over time.
Sub-Cultures - ANSWERS -Smaller cultures that develop within a larger organizational culture
that is based on differences in training, occupation, or departmental goals.
Strong Culture - ANSWERS -Organizations with intense and pervasive beliefs, values, and
assumptions that are strongly supported by the majority of members. Provides great consensus
among employees.
Weak Culture - ANSWERS -Organizations whose beliefs, values, and assumptions are less
strongly ingrained or shared among employees.
,3 Assets of Strong Culture (CCF) - ANSWERS -1) Coordination
2) Conflict Resolution
3) Financial Success
3 Liabilities of Strong Culture (RCP) - ANSWERS -1) Resistance to Change
2) Culture Clash
3) Pathology
Founder's Role in Organizational Culture - ANSWERS -Founder has a strong imprint on company
culture that is kept alive by future generations and provides continuous reinforcement of the
firm's core values.
Socialization and Organizational Culture - ANSWERS -Socialization is the primary means by
which individuals can learn the culture's beliefs, values and assumptions.
7 Steps of Socialization (SDTREOR) - ANSWERS -1) Selecting Employees
2) Debasement and Hazing
3) Training
4) Reward and Promotion
5) Expose to Core Culture
6) Organizational Folklore
7) Role Models
3 Elements of Culture (SRS) - ANSWERS -1) Symbols
2) Rituals
3) Stories
, Leadership - ANSWERS -The influence that particular individuals exert on the goal achievement
of others in an organizational context.
Strategic Leadership - ANSWERS -Leadership that involves the ability to anticipate, envision,
maintain flexibility, think strategically, and work with others to initiate changes that will create a
viable future for the organization.
Consideration - ANSWERS -The extent to which a leader is approachable and shoes personal
concern and respect for employees. Strongly linked to follower satisfaction, leader satisfaction,
motivation, and effectiveness.
Initiating Structure - ANSWERS -The degree to which a leader concentrates on group goal
attainment. Strongly related to leader and group performance.
Leader Reward Behaviour - ANSWERS -The leader's use of compliments, tangible benefits, and
deserved special treatment. Use of rewards gives employees a clear idea of what is expected of
them.
Leader Punishment Behaviour - ANSWERS -The leader's use of reprimands, unfavourable task
assignment, and the active withholding of rewards. Random or unprovoked punishment will
result in negative reactions and dissatisfaction.
Fiedler's Contingency Theory - ANSWERS -The association between leadership orientation and
group effectiveness is contingent on how favourable the situation is for exerting influence.
Situation Favourableness (LTP) - ANSWERS -The "contingency" part of Feidler's Theory. Factors
that lead to situational favourableness:
1) Leader-member relations (better relations = greater influence)
2) Task structure (more structure = greater influence)
