Exercise for Final Exam, May 28, 2019

A. True and False questions

1. The four functions of communication are: control, motivation, emotional expression, and
information.
2. In the communication process, decoding precedes encoding.
3. Lateral communications are often created to short-circuit the vertical hierarchy within an
organization.
4. One disadvantage of oral communication is the lack of a built-in feedback mechanism.
5. Rumors are characterized by clarity and verifiability.
6. The ability to influence a group toward the achievement of a vision or set of goals can arise
outside the formal structure of the organization.
7. According to the Big Five personality model, emotional stability is the most important trait of
effective leaders.
8. The behavioral theories view leadership as a set of actions that people can be trained in.
9. In the context of the Fiedler contingency model, leader-member relations measures the degree
of influence a leader has over power variables such as hiring, firing, discipline, promotions, and
salary increases.
10. According to the path-goal theory, directive leadership is likely to be welcomed and accepted by
employees with high ability or considerable experience.
11. Expert power is based on identification with a person who has desirable resources or personal
traits.
12. According to the general dependence postulate, the greater B's dependence on A , the more
power B has over A.
13. Power tactics that emphasize formal power are personal and inspirational appeals, rational
persuasion, and consultation.
14. The political behavior required of employees is specified in the job requirements.
15. Whistle-blowing is not considered to be a political behavior.
16. Task conflicts can provide positive outcomes only when all members share the same goals and
have high levels of trust.
17. The potential for conflict increases when too much communication takes place.
18. Tenure and conflict have been found to be inversely related.
19. Supporting someone else's opinion despite your reservations about it, is an example of
collaborating.
20. The conflict-handling intention of compromising involves finding a solution that allows both
parties' goals to be completely achieved.
21. Narrow spans of control make vertical communication in the organization more complex.
22. Narrow spans of control increase the speed of decision making.
23. As compared to a decentralized organization, a centralized organization can act more quickly to
solve problems.
24. The simple structure is characterized by a high degree of departmentalization and narrow span
of control.
25. The strength of a bureaucracy lies in its ability to perform standardized activities in a highly
efficient manner.