Deneme Sınavı Soruları

I-II-III-IV-VI

II-V-III-I-IV

III-IV-V-II-I

II-V-IV-I-III

IV-II-I-III-V

Authentic

Transformational

Charismatic

Transactional

Paternalistic

Middle Managers

First-Lines Managers

Nonmanagerial Employees

Top Level Managers

Managerial Assistants

Ministries

Educational institutions 

Private firms

Governmental agencies

Hospitals

It is unlikely to provide a universally accepted definition of leadership.

Leaders are agents of change, persons who are affected by other people's acts.

Leadership is the process of hindering individual efforts to accomplish shared objectives.

It is crucial that a leader should be perceived as a leader by his/her followers.

Leadership comes to an end when one group member modifies the motivation of others in the group.

1-X, 2-Y, 3-W, 4-Z

1-Y, 2-X, 3-W, 4-Q

1-Z, 2-X, 3-Q, 4-Y

1-W, 2-Q, 3-Y, 4-X

1-Q, 2-W, 3-Z, 4-Y

Task management

Middle of the road management

Impoverished management

Team management 

Country club management

The larger ones or large organizations can survive with a simple structure

Environmental complexity

Vertical Complexity

a specific term explaining the number of departments in organizations.

Departmentalization

Decision Trees Model

Project Teams

Self-Managed Work Teams

Virtual Teams

Learning Teams

Problem-Solving Teams

Interorganizational conflict

Intrapersonal conflict

Interpersonal conflict

Intragroup conflict

Intergroup conflict

Cohesiveness

Conformity

Obedience

Social status

Formal status

Military, ministries and other state organizations are the typical examples of the horizontally designed organizations.

The firms in the silk production sector have hierarchic structures, formal rules and strict work environment.

Firms in the electronic sector had a flat hierarchy, less formalization, flexible work environment and participative decision making system.

Job enrichment, decentralization, informal interactions, teamwork and communication among units are the significant features of horizontal design.

Organic design perspective characterized by decentralized, flexible and informal interactions among employees are best for rapidly changing environments.

Stimulus

Motivation

Confrontation

Registration

Interpretation

Self-Efficacy Theory

Self-Determination Theory

Goal-Setting Theory

Social Exchange Theory

Expectancy Theory

Increasing globalization

Need to understand diverse workforce

Advancing technology

Managing ethical issues

Transformation 

Clockwork

Snakepit

Clockpit

Snakework

Pitwork

I and II

I and III

II and IV

I, II and IV

I, II, III and IV

The studies aimed to examine human motivation.

The studies consisted of five separate studies. 

The studies took four years.

Fritz Roethlisberger was the influential researcher who encouraged the organization’s management to further develop the Hawthorne studies which were preceded by a series of studies focusing on the effect of illumination conducted by himself in Philadelphia textile industry.

It formed the second milestone of OB history.

The focus is internal and the emphasis is on integration.

The focus is external and the emphasis is on differentiation.

The focus is internal and the emphasis is on differentiation.

One end is flexibility while the other is stability.

The focus is external and the emphasis is on stability.